CONTENTS
Executive Message

02

Toppan’s Sustainability Initiatives

03

Stakeholder Engagement

The Environment
Fundamental Approach to the Environment

Mitigation of Global Warming

Materiality

Building of a Recycling-oriented Society

Ideals Pursued in Toppan’s Sustainability Initiatives
Special Report 1: Diversity and Inclusion at Toppan

Special Report 2: Solutions to Social Issues Enabled by Advanced
Visualization Technologies

Climate Change Risk and the TCFD

21

Efforts to Prevent the Spread of COVID-19

23

Organizational Governance25

Risk Management

BCP/BCM

Human Rights

33

Labor Practices

36

Employee Work and Health & Safety

Human Asset Development

Strict Compliance		

Recognition

124

Group Business Outline

126

List of Indicators Assured by an Independent
Assurance Provider

128

Independent Assurance Report

129

Global Reporting Initiative Content Index

130

Sustainability Report 2020
This report presents sustainability information about the Toppan Group,
focusing chiefly on various types of performance data and information on
environmental, social, and governance (ESG) issues.

Diversity & Inclusion

Fair Operating Practices

Period Covered This report mainly covers activities in fiscal 2019 (from
April 2019 to March 2020), though information on prior and later years is
also included in parts.

52

Scope and Boundary Toppan Printing Co., Ltd. and its Group entities
consolidated for accounting purposes. The information on personnel
principally applies to personnel within Toppan Printing Co., Ltd., the parent
company. For details on the scope of the environmental performance data,
see the List of Indicators Assured by an Independent Assurance Provider
shown on page 128.

Sustainable Procurement

Consumer Issues

60

Initiatives for Products and Services

Consumer Protection

Universal Design

Community Involvement and Development

Pollution Control

Biodiversity

Control of Chemical Substances

Progress in Addressing Issues of Companywide Materiality

Corporate Governance92

Publication Dates (English version) Previous report, December 2019;
Current report, November 2020; Next report, November 2021 (planned)
Contact Information

79

Sustainability Promotion Department, Public Relations Division, Toppan
Printing Co., Ltd. (Tokyo, Japan)
Email: csr@toppan.co.jp

Approach to Sustainability Information Disclosure
Toppan discloses general information on non-financial (environmental, social, and governance [ESG]) matters in a transparent, timely,
appropriate manner to facilitate its engagement with customers, shareholders, investors, business partners, and stakeholders of every
other type.

Corporate Website
Financial Information

Non-financial (ESG) Information

Investors Section

Sustainability Section●M aterials for briefings on
financial results●S ustainability-related releases
and web pages●F inancial results, etc.

●S
 ustainability activity reports

Sustainability Report 2020
Integrated Report 2020

Visit this page to see Toppan’s Sustainability Report2020 (PDF), sustainability performance data, and thelatest releases related to sustainability.

● Sustainability Report 2020

● Integrated Report 2020
https://www.toppan.com/en/ir/material/annual.html
In addition to financial information, Toppan’s Integrated Reportpresents selected information on the Group’s sustainability
initiatives.

Guidelines
Referenced● Sustainability
https://www.toppan.com/en/sustainability/

This PDF presents comprehensive
information on the Toppan Group’s
sustainability activities focused on theseven core subjects set under theInternational Organization forStandardization (ISO) 26000 standards,
a globally recognized set of guidelines onsocial responsibility for organizations.

● ISO 26000 standards● Global Reporting Initiative (GRI) Standards: The standards Toppan has referred to are listed in the “Global Reporting Initiative
Content Index” on pages 130-132.

● Environmental Reporting Guidelines (fiscal year 2018 version) issued by the Ministry of the Environment of Japan

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TOPPAN Sustainability Report 2020

Executive Message
Creating Value that Drives
a Sustainable Society

Hideharu Maro
President & Representative Director
Toppan Printing Co., Ltd.

First of all, let me extend my heartfelt sympathies to the many

Sustainable Development Goals (SDGs). These initiatives will

people who have been affected by COVID-19. We are all

drive the growth of the Group as a creator of social value. The

praying for a timely recovery from the pandemic.

material issues we seek to address in our Group operations
have been selected from among the 17 SDGs. We classify

Since its foundation in 1900, Toppan has engaged in its

these issues into two categories of materiality: “Companywide

business with a mission to contribute to the sustainable

Materiality,” issues of focus to provide a platform for ourdevelopment of society by propagating printing technology. In

corporate operations, and “Business Materiality,” issues to be

2000, the centennial year of Toppan Printing, we formulated

addressed in our business operations. I have established, and

TOPPAN VISION 21 and declared our philosophy of “contributing

am chairing, a Sustainability Promotion Committee to further

to fulfilling lifestyles as a mainstay of information and culture.”intensify our sustainability activities. Under the committee

We are pleased to see Toppan reach its 120th anniversary thisframework, we will accelerate our SDG-focused initiatives by

year. Let me express my sincere thanks to our stakeholders fordeliberating concrete measures and managing our progress

the strong and consistent support they have offered since ourtowards attaining the goals set based on our assessment offounding more than a century ago.

materiality.

Moving into 2020, the world faces the challenges of climate

In May 2019 we also announced our support for thechange, marine plastic debris, the COVID-19 pandemic,

recommendations of the Task Force on Climate-related

and a host of other crises that are forcing people everywhere

Financial Disclosures (TCFD). We consider the impact of

to reshape their lives and economic activities. To me, theclimate change on our business activities an important issue.

fundamental shifts taking place in society represent an

We will be assessing the risks and opportunities presented

opportunity for the Toppan Group to evolve as a corporation

by climate change and disclosing relevant information to ourthat creates social value through innovation. In my view, thisstakeholders.

reaffirms the importance of Toppan’s technologies and services
for the sustenance of civil and social infrastructure. We have

As our society moves further into the new normal, we at thedeveloped these technologies and services based on the printing

Toppan Group will help the international community realize atechnologies Toppan has built up over its 120-year history.

sustainable world by undertaking our sustainability activities

Looking ahead, we will address social issues as a provider ofwith integrity and ramping up efforts towards a Toppan ideal

comprehensive solutions centered around “Toppan Digitalthat has endured since our foundation: to be a corporation that

Transformation (T-DX),” our key service tailored to meeting thecreates social value.

rapidly expanding needs of the digital transformation.
We greatly appreciate and rely on the ongoing support of all of
In November 2019 we formulated and published the TOPPAN

our stakeholders.

SDGs STATEMENT to set out our stance and the direction for

September 2020

our initiatives to take towards achieving the United Nations

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TOPPAN Sustainability Report 2020

Toppan’s Sustainability Initiatives
Evolving as a Corporation that Creates Social
Value

performing business operations. The Conduct Guidelines set out
the basic concepts and behavioral norms for Toppan employees
both as businesspeople and as members of society.

The Toppan Group strives to evolve as a corporation that createssocial value towards the realization of a sustainable society.

The Business Fields, meanwhile, are made up of two categories:

the ongoing growth of the Group in harmony with society and thefocuses on four key fields for growth: Healthcare & Life Sciences,

TOPPAN VISION 21 sets forth the basic concepts and direction for“Markets & Customers” and “Technology & Expertise.” The former
Education & Cultural Exchange, Urban Space & Mobility, andglobal environment. The vision consists of a “Corporate Structure”

Energy & Food Resources. The latter encompasses accumulated

and a set of “Business Fields.”

Toppan technology and expertise in five segments. Toppan iscreating social value in these four growth fields by using the Group’s

The Corporate Structure is made up of three elements: Toppan’s

technology and expertise in the five segments to provide an array

Corporate Philosophy, the Corporate Creed, and the Conductof products, services, and solutions developed through inclusive

Guidelines. The Corporate Philosophy specifies ideals and therelationships with stakeholders.

most important values and concepts for the Group. The Corporate
Creed expresses the standards to be kept foremost in mind when

TOPPAN VISION 21
Business Fields

Technology & ExpertiseMarkets & Customers

Five segments

Four growth ﬁelds

Toppan resources classiﬁed into ﬁve different segments

Four ﬁelds on which to focus

Electronic Devices

Performance Materials

Packaging & Converting

Urban Space & Mobility
Energy & Food Resources

Information Management

Creative Communication

Healthcare & Life Sciences
Education & Cultural Exchange

Toppan’s Sustainability Activities

expertise of every variety derived from printing over many decades.

The Toppan Group undertakes sustainability activities inprinting technologies on all fronts.

Toppan shapes the Group’s current Business Fields by applying

accordance with the principles of the United Nations Global

Compact and the guidelines of the ISO 26000 Guidance on Social

In working with client companies as a partner to tackle theUnited Nations Sustainable Development Goals (SDGs) have also

solve global social issues through its core B2B business models. The

challenges they face, the Toppan Group gains opportunities to help

Responsibility, a globally recognized standard for organizations. The

areas targeted under the SDGs are the very issues Toppan should

been incorporated into the Group’s sustainability activity targets.

address as a corporation that has been striving to create social

Toppan is committed to addressing the social issues targeted by thevalue through the Group’s business enterprises.

SDGs in order to promote the continual development of the Group
as a creator of social value.

Toppan formulated and published the TOPPAN SDGs STATEMENT

Japan joined with 192 other countries to adopt the SDGs at the UN

in November 2019 to declare the Group’s commitment to intensified

and 169 targets focused on social agendas for the international

initiatives with management. According to this statement, Toppan

Summit held in September 2015. The SDGs encompass 17 goals

initiatives for achieving the SDGs and actions to integrate thosecommunity to commit to achieving by 2030. Private-sector

has selected material issues on which to concentrate in the Group’sbusinesses around the world are expected to join policy initiatives

SDG-focused activities as an impetus for its further growth as

to address the social agendas under the SDGs.

a corporation that creates social value. For the realization of asustainable society, Toppan will earnestly engage in initiatives toSince its foundation in 1900, Toppan has supported various

attain the goals set based on the assessment of materiality by noclient companies in their efforts to overcome challenges faced inlater than 2030, the international community’s target year for thebusiness. The solutions Toppan offers to meet the ever-changing

attainment of the SDGs.

needs of markets and clients are based on specialist knowledge and

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Toppan’s Sustainability Initiatives

A sustainable society
A corporation that creates social value■ Toppan’s Approach to Sustainability

TOPPAN VISION 21
Corporate
Structure
Corporate
Philosophy
Corporate Creed

Principles guiding sustainability activities
United Nations Global Compact

Business
partners

Employees

Conduct Guidelines

Guidance on sustainability activities
National andlocal
governments

Markets & Customers

Technology & Expertise

Four growth fields

Five segments

ISO 26000 standards

Shareholders
and investors

Communities

Customers

Goals for sustainability activities

Sustainable Development Goals (SDGs)

Mechanism for Promoting Sustainability Initiatives

Management Committee. Based on the decisions of the Board of

Toppan has established a Sustainability Promotion Committee

the WGs to guide relevant departments across the Company in thechaired by the President & Representative Director to drive theplanning and implementation of concrete measures.

Directors on the directions of activities, the committee encourages

Toppan also coordinates and shares information with Group

Group’s sustainability activities.
Working groups (WGs) are set under the committee to checkcompanies to advance Group-wide sustainability initiatives. For

the progress of sustainability activities and set out Toppan’s

intensified sustainability management, Toppan holds training

approach for promoting future activities. The committee

sessions on sustainability for new employees every year anddeliberates the conclusions of the WGs and reports and makesorganizes annual Group-wide basic education programs for the

relevant recommendations to the Board of Directors through theemployees of Toppan and the other main companies in the Group.

■ Promotion Structure
Board of Directors
Reporting and supervising
Management Committee
Reporting and supervising
Sustainability Promotion Committee
Reporting and supervising
SDGs Promotion
Working Group
Formulates business plans focused on
the achievement of the SDGs

Coordinating

ESG Information Disclosure
Working Group
Formulates plans for appropriate
disclosure of Toppan’s ESG information

Coordinating

Risk Management
Working Group
Identifies significant risks for Toppan andformulates plans for countermeasures

Members of the committees and working groups are selected from the personnel of such head office divisions as Public Relations, Corporate Planning,
Personnel & Labor Relations, Legal Affairs & Intellectual Property, Finance & Accounting, Manufacturing Management, Business Development,
Information Security, and Global Governance, as well as the respective business divisions.

Every Toppan Group employee

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Toppan’s Sustainability Initiatives

Stakeholder Engagement
Toppan values communication with stakeholders in its sustainability activities. Stakeholder opinions are a core guiding-factor in the Group’s
strategies to upgrade the activities.
Stakeholders

Main
Initiatives

Stakeholders

Examples of Engagement

Developing andsupplying safe,
secure products
and services

National and local governments

Maintaining and improving the quality of products andservices under the guidance of Japan-wide conferences ofquality assurance departments
Protecting personal information through strict
information security management
Offering universal design (UD) products and services;supporting client companies in their work to improvethe design of their products and services from UD
perspectives
Delivering everyday-life value through Toppan online
services for consumers; continuously improving theservices

Customers

Creating
opportunities
to sound out
opinions on
products andservices

Holding and participating in exhibitions and seminars

Supporting governments through business operations

Supplying
information
for solvingsocial issues
and promoting
policies

Organizing and participating in events to present Toppan
technologies, etc. to public offices and municipalities
Setting up a portal for receiving and handling inquiries
Operating the Printing Museum, Tokyo
Operating the Toppan Hall; holding the Toppan Charity
Concert series

Offering environmentally friendly products and services
Operating “PLAZA21,” a showroom for presenting
examples of social value creation based on printing
technology

Popularizing
para-sports

Operating “NIPPON GALLERY TABIDOMARUNOUCHI,” a tourism-themed space for thecollaborative revitalization of regions throughout Japan as
major travel destinations

Communicatingwith thecommunity

Communities

Organizing the “Kanosei (potential) Art Project” tosupport persons with illnesses and disabilities

Organizing events to learn about biodiversity
Organizing hands-on para-sports events; delivering parasports information via Toppan’s SPORTRAIT website (inJapanese)
Holding plant tours
Welcoming community members to in-house events
Formulating a policy to promote diversity in theworkplace; obtaining commitments from top management

Supporting theempowermentof diverse
human assets*

Operating “WAO,” a co-working space for supporting
open innovation

Implementing programs to pursue diversity management,
raise awareness about unconscious bias, etc.
Adopting and supporting telecommuting systems
Operating systems for in-house staff recruitment andemployee self-determination on the career path

Holding shareholder meetings

Sending out executive messages

Briefing shareholders and investors on financial results

Sharing wideranging
information
within theGroup

Briefing retail investors on the Group’s financial
performance; holding individual meetings and briefings
for institutional investors
Issuing the Integrated Reports and Toppan Story
newsletters
Posting IR information on the Toppan corporate website
Employees

Answering questionnaires from environmental, social,and governance (ESG) rating agencies
Publishing and advocating the Toppan Group CSR
Procurement Guidelines

Facilitating
labormanagement
partnership

Issuing CONVEX and CONVEX Online , in-house Group
newsletters
Surveying Group employees on wide-ranging topics
Convening a Toppan Group Human Resource
Development Committee and sharing information acrossthe Group
Convening business councils on a Company-wide leveland operational site level
Convening special committees to discuss pertinent issuesof the day
Holding labor-management events
Developing safety promotion systems (e.g., building
an information-sharing network linking Group sites
throughout the world; standardizing safety measures)

Setting up the Supplier Hotline as a portal for receiving
reports from business partners
Business partners

Answering questionnaires and surveys carried out by
governments (e.g., government statistics)

Regularly beautifying and cleaning up the surroundings ofoperational sites

Operating “DX-GATE,” a co-creation venue that allows
visitors to experience a broad range of social businesses

Providinginformation on
occupational
health andsafety;implementing
measuresfor mental
healthcare

Monitoring compliance in procurement departments;
improving compliance in procurement operations
Controlling chemical components of products
Conducting surveys and holding workshops on business
continuity planning (BCP) for business partners
Verifying the legality of lumber as a paper material

Providing fairand equalbusiness
opportunities

Holding lectures, etc. on the environment and community
designConserving
community
environments

Operating “L・IF・E,” a showroom that inspires visions offulfilling lifestyles in the future

Promotingsustainableprocurement

Participating in community festivals and events

Organizing “Printing School” workshops off-site

Advocating digital transformation using the “Toppan
Digital Transformation (T-DX)” service

Shareholders and investors

Stimulating
communities

Contributing
to culture
with help
from Toppan
resources

Driving open innovation programs

Disclosing
information
on Toppan’s
financial
position;briefing
shareholders
and investors
on the Group’sbusiness
activities andplans

Participating in anti-disaster and fire-safety activities in
the community

Supporting thearts and culture

Inviting customers to spaces where Toppan products are
displayed

Examples of Engagement

Preparing fordisasters

Ascertaining
opinions andrequests

Performing daily operations

Engaging in industry-academia-government pilot projects,
etc.

Nurturingcollaborative
innovation tocreate social
value

Main
Initiatives

Operating Anzen Dojo safety training facilities; deliveringand sharing information on dojo initiatives (e.g.,
conducting dojo tours with hazard simulators at domestic
and overseas sites; organizing safety training; posting
regular newsletters, etc.)
Carrying out stress checks
Setting up counseling services
Arranging a program to determine when employees onmental healthcare leave can return to work, as a safeguard
to prevent the recurrence of mental illnesses

Concluding basic sale and purchase agreements withbusiness partners
Receivinginquiries onhuman rights,
etc.

Setting up the Toppan Group Helpline*Toppan values its employees as precious “human assets.”

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TOPPAN Sustainability Report 2020

Toppan’s Sustainability Initiatives

Materiality
Toppan has selected a set of material issues on which to focus in its

society by applying its technology and expertise to collaborative

sustainability activities, in order to accelerate initiatives developed

work with stakeholders.

to help solve social issues throughout the business enterprises ofToppan will be evolving into a corporation that creates

the Group.

social value by helping to realize fulfilling lifestyles through theset out in TOPPAN VISION 21 . In selecting the issues, Toppan

material issues selected for the Group.

The material issues are aligned with the set of “Business Fields”

implementation of sustainability initiatives that address thehas focused on areas in which the Group can create new value for

TOPPAN VISION 21
Business Fields

Technology & ExpertiseMarkets & Customers

Five segments

Four growth ﬁelds

Toppan resources classiﬁed into ﬁve different segments

Four ﬁelds on which to focus

Electronic Devices

Energy & Food Resources

Performance Materials

Urban Space & Mobility

Packaging & Converting

Education & Cultural Exchange

Information Management

Creative Communication

Healthcare & Life Sciences

Issues to address in Group-wide
activities as a good corporate citizen

Issues of focus in theGroup’s business activities

Companywide Materiality

Business Materiality

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TOPPAN Sustainability Report 2020

Toppan’s Sustainability Initiatives

Selection Criteria

Selection Process

In selecting the material issues, Toppan prioritized the principles

Toppan selected the material issues based on the criteria

Guidelines presented in TOPPAN VISION 21 , the master plan

activities through discussions with relevant departments acrossdescribed on the left by comprehensively assessing corporateof the Corporate Philosophy, Corporate Creed, and Conduct

the Company. The appropriateness of the selections was checkedplotting out the basic direction for corporate activities at thethrough dialogue with stakeholders and external experts. SeniorGroup. Toppan has also incorporated the concepts of the United

management thereupon reviewed the selections and finalized them

Nations Sustainable Development Goals (SDGs), a set of long-with authorization from the Board of Directors.

term global development agendas. Based on these conceptual
foundations, Toppan classifies the material issues into two

categories: “Companywide Materiality” and “Business Materiality.”
Companywide Materiality themes are key issues Toppan should
address in its Group operations as a good corporate citizen.

Business Materiality themes are issues on which to focus in thecourse of business to help resolve social issues under the SDGs.

Opinion about Materiality at Toppan

Realizing a Fair and Sustainable Society
through Unique Toppan Initiatives

environmental issues such as pollution and CO2 emissions.
If the pursuit of the digital transformation can be made intoa truly sustainable business for the Group, solutions formany environmental, social, and governance challenges will
flourish.
Toppan must further clarify how the Group expects toaddress “environment, communities, and people” in theBusiness Materiality theme as a sustainable business.
The “employee health & job satisfaction” theme under theCompanywide Materiality has also become significant withthe advent of COVID-19. Toppan is expected to intensify
its diversity management and inclusion efforts to adapt
to the drastic changes we are seeing in work styles, in the
directions in which organizations are moving, and in theabilities required of individuals.

● Materiality Themes that Reflect Identity and UniquenessToppan’s identity shone through most clearly in the“sustainable global environment” in the “Business
Materiality” themes. Packaging is a major enterprise for
Toppan. The Group can use its technologies in packaging
to change the current picture of the business andcontribute significantly to the sustainability of the global
environment. With regard to “Companywide Materiality,” I
think that the “employee health & job satisfaction” theme
demonstrates the true Toppan culture. This theme seems
to reflect Toppan’s commitment to health management. The
various healthcare measures Toppan has in place attests
to the great value the Group places on its employees.

● Overcoming Contradictions and Creating Innovation
Some of the SDGs require us to balance goals that
contradict each other, goals that require conflicting
conditions to achieve, or short-term goals and long-termgoals that seem inconsistent when pursued together. We
need to depart from convention and try the completely
new approach of balancing both goals together rather thanprioritizing either one. The new approach of balancing
both is what leads us to innovation. Contradictions are
truly seeds of new value.
Visions and leadership are indispensable for overcoming
contradictions and driving innovation. Toppan envisions
a future of “fulfilling, sustainable living.” Toppan muststrengthen its leadership and organization in order topursue that vision. I would like all Toppan employees to
see the rapid changes in our world as opportunities tocreate the future they wish to live in. I also hope that they
will actively think and act towards realizing the future
they desire by overcoming the various contradictions andachieving balance.

● Supporting Justice with Unique Businesses
Among the United Nations Sustainable Development Goals(SDGs), my particular focus is on GOAL 16: Peace, Justiceand Strong Institutions. I believe that many social problems
are rooted in the issue of justice.
I look forward to seeing Toppan contribute to therealization of justice, as well. Printing technology has
enabled society to disseminate information and knowledge
widely. Printing has contributed tremendously to therealization of justice through the democratization ofknowledge. The same is true of modern digital technology.
Our ability to retrieve the needed knowledge rapidly andaffordably from anywhere in the world is a powerful force
for achieving justice and meeting the SDGs.
Digitalization, on the other hand, is generating new
inequities, such as the digital divide (the knowledge gap
between the haves and have-nots in the digital world). If
Toppan is to achieve the digital transformation, the Group
must meet the challenge of contributing to the realizationof justice while resolving digital inequities. Justice will
become more important at the organizational level within
the Group, as well as at the market level the Group serves.
● Realizing a Sustainable Business and Enhancing
Diversity
I have found that Toppan, a member of the manufacturingindustry, is making steady, specific efforts to address

Ryoko Toyama

Director (external)
Toppan Printing Co., Ltd.

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Toppan’s Sustainability Initiatives

Ideals pursued in Toppan’s sustainability initiatives:

Fulfilling, Sustainable Living

To promote fulfilling, sustainable living, an ideal the Group isBusiness Materialitycommitted to realizing through its sustainability initiatives, Toppan

has classified the material issues into two categories: “Companywide
Materiality” (two themes) and “Business Materiality” (three

Creation of safe,
secure, enrichedthemes).

communities

Companywide Materiality● Environmentally friendly & sustainable production

Sustainableglobalenvironment● Employee health & job satisfaction

Fulﬁlling,sustainablelivingEmpowerment andfulﬁllment of bodyand mind

Business Materiality● Environment (sustainable global environment)● Communities (creation of safe, secure, enriched communities)● People (empowerment and fulfillment of body and mind)

As a solid foundation for corporate activities, the two Companywide
Materiality themes provide a platform to support the Toppan
Group’s initiatives focused on the three Business Materiality
themes.

Companywide Materiality
Environmentallyfriendly & sustainableproduction

The three Business Materiality themes are guideposts for Toppan

Employee health &job satisfaction

to follow through the Group’s efforts to realize fulfilling, sustainableliving. Efforts focused on every theme link to the other themes toreinforce the sustainability activities.

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TOPPAN Sustainability Report 2020

Toppan’s Sustainability Initiatives

Ideal Approach

Sustainableglobalenvironment

Creation ofsafe, secure,enrichedcommunities

Many of the challenges facing communities across the world are especially urgent in Japan, a country
with a declining birthrate, aging population, and mass migration from rural areas into densely populatedmega-cities. Building communities that are safe and resilient against disasters is a critical challenge forthe future not only for Japan, but for all of the world.
Toppan has long provided a variety of services to improve communities by addressing the diverse issues
they face. The Group’s multilingual speech translation systems, for example, help Japanese-speaking
natives communicate with immigrant workers and visitors from other countries. Toppan has alsoarchived historical buildings such as temples, shrines, and castles using virtual reality (VR) technology
and promoted the application of VR reproductions as a tourism resource. Toppan’s VR technology has
also been used for disaster evacuation drills and safety training sessions at plants and construction sites
across Japan.
Toppan will continue applying the knowledge and expertise the Group has cultivated for the last 120
years to the design of safe, secure, and enriched communities.

Empowerment
and fulfillmentof body andmind

Societies with declining birthrates and aging populations need to maintain the physical and mental
health of their populations to optimize their potential to live longer, higher-quality lives.
Toppan has spearheaded various educational and childcare businesses and operated health-point
programs and other healthcare projects to maintain and enhance the health of community members.
Toppan will continue to apply the Group’s unique approach to empower people and give them
opportunities to enrich their bodies and minds. The Group will offer health-support systems for people
working in organizations and companies and use Toppan’s color-related technologies and educational
content development capabilities to develop services that support physical and mental wellbeing.

Environmentallyfriendly &sustainableproduction

In 1992 Toppan established its Declaration on the Global Environment, a basic philosophy for theCompany’s environmental conservation activities. In April 2009 the Group updated the declaration byissuing The Toppan Group Declaration on the Global Environment, a new basic environmental philosophy
for Group-wide activities. This declaration reflects Toppan’s more assertive approach to conserving the
global environment for the creation of a sustainable society where all life can coexist into the future.
Toppan will uphold the Group’s commitment to global environmental conservation as a responsible
member of international society by firmly maintaining the stance stated in the Declaration on the
Global Environment: “to realize a sustainable society through forward looking corporate activities withconsideration for the conservation of the global environment.”

Employeehealth & job
satisfaction

Toppan values its employees as precious “human assets.” The Group is convinced that human assets
perform to their full potential when they are vigorous, earnest, and driven.
To support motivated, vigorous, and earnest work, Toppan established a Health Management
Declaration in 2015. Various measures have been taken in line with the declaration with a view tomaintaining and enhancing the health of employees. Toppan has also launched various initiatives topursue diversity management with a focus on the creation of a corporate culture that allows diverse
human assets to enjoy job satisfaction and perform to their full potential.
Towards 2030 and beyond, Toppan is ramping up efforts to promote positive working environments
where all employees can work in good health for longer periods, take satisfaction in their jobs, and fulfill
their potential.

Business
Materiality

Global crises such as climate change, ocean pollution, and deforestation threaten the livelihoods ofbillions of people throughout the world. The global community is currently challenged by two major
crises: marine plastic debris and food loss. All of the environmental challenges the world faces, no matterthe type, are vital issues for Toppan as a Group that has been engaged in the packaging business since its
founding in 1900.
The Toppan Group has been developing and supplying a great variety of environment-friendly
packaging products. Prominent among them are Toppan’s GL BARRIER transparent barrier films andCartocan paper-based beverage containers. The Group also produces a 101 ECO SHEET series and various
other interior décor materials designed in consideration of the environment.
Toppan will continue to develop new businesses by leveraging the Group’s advantages in environmentfriendly production and pooling its expertise in the creation of systems and services in areas related to thedesign of sales promotion strategies.
The Toppan Group is committed to the creation of a sustainable global environment to ensuresustainable life on our planet through 2030 and beyond.

Companywide
Materiality

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Toppan’s Sustainability Initiatives*Every indicator assured by an independent assurance provider is marked with an assurance stamp

Progress in Addressing Issues of Companywide Materiality
Environmentally Friendly & Sustainable Production■ Medium-and-long-term Greenhouse Gas Emission Reduction Targets for Fiscal 2030 (for All Group Sites)→ See page 94 for details
Greenhouse Gas Emission Reduction Targets

Scope1 + Scope2

Fiscal 2019 Results

Targeting Scope 1 and 2

Reduce by 30% compared to thefiscal 2017 level

Reduced by 11.6% compared to thefiscal 2017 level

Targeting Scope 3

Reduce by 20% compared to thefiscal 2017 level

Reduced by 5.2% compared to thefiscal 2017 level2017

Fiscal 2019 Results

Mitigation of global
warming

Reduce CO2 emissions by 30% compared to thefiscal 2008 level(751 kt-CO₂ → 530 kt-CO₂: reduce by 221 kt-CO₂)

Reduced by 29.6% compared to thefiscal 2008 level(528 kt-CO₂: reduce by 223 kt-CO₂)

Action for buildinga recycling-oriented
society

Reduce final landfill waste disposal by 95% comparedto the fiscal 2008 level(1,584 t → 80 t: reduce by 1,504 t)

Reduced by 96.4% compared to thefiscal 2008 level(57 t: reduce by 1,527 t)

Conservation of
the atmosphericenvironment

Reduce VOC emissions into the atmosphere by 70%
compared to the fiscal 2008 level(7,326 t → 2,198 t: reduce by 5,128 t)

Reduced by 65.9% compared to thefiscal 2008 level(2,498 t: reduce by 4,828 t)

2030

11.6 %■ Medium-term Environmental Targets for Fiscal 2020 (for Domestic Sites)
Medium-term Environmental Targets

2019

Reduced by

Reduced by30%→ See page 94 for details

Final landfill waste disposal
2008

1,584 t

2019

57 t

Employee Health & Job Satisfaction■ Prevention of Serious Illness (Fiscal 2030 Targets)→ See page 36 for details

Fiscal 2030 Targets (up/down from fiscal 2019)

Employees

Families

Fiscal 2019 Results

Obesity risk

20.0% (down 7.2% pts.)

27.2%

High blood pressure risk

8.0% (down 2.2% pts.)

10.2％

Diabetes risk

8.0% (down 2.8% pts.)

10.8％

Lipid risk

28.0% (down 2.9% pts.)

30.9％

Medicalexaminations

Gynecologicalscreening rate

75.0% (up 7.2% pts.)

67.8％

Health checkups

Family health checkup rate

95.0% (up 10.2% pts.)

84.8％

Risk of serious
illness■ Support for Employees with Children (Fiscal 2030 Targets)
Targets for the “Hagukumi (nurturing) Program”
Hagukumi Art Salon

Participation rate: 45%

Hagukumi Seminar

Full attendance by managers

Hagukumi Circle

Participation rate: 10%

2019

2030

78.5 %

84.8%

95.0%

Participation in Hagukumi Circle

6.73％

2019

5.69% of managers attended

2.60%

2.60％

→ See pages 40 and 46 for details

Fiscal 2019 Results

Percentage of managers andsupervisors by gender*1

Eliminate disparities in manager andsupervisor ratios by gender

Women: 55.4％
Men: 75.0％

Proportion of eligible male employees
taking childcare leave*2

Proportion of eligible male employees
taking childcare leave: 80%

59.6％

10-year retention rate by gender2017→ See page 44 for details

Fiscal 2019 Results■ Elimination of Gender Disparities (Fiscal 2030 Targets)
Fiscal 2030 Targets

Family health checkup rate

Eliminate disparity in the 10-year retention
rate by gender

Women: 65.9％
Men: 58.4％

Proportion of eligible male
employees taking childcare leave
2030

80%

59.6%

*1 Percentages of employees working as managers and supervisors, out of all current employees who were recruited as regular hires from 2001 to 2010 (as ofMarch 31, 2020)*2 Proportion of male employees taking childcare leave in fiscal 2019 among those with children born from April 2019 to March 2020

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Diversity and Inclusion at Toppan
Diverse perspectives driving innovation

Creating Workplaces in which
Everyone Can Fulfill their Potential
Based on a Foundation of Respect
for the Individual
Shinichi Ohkubo

Executive Vice President & Representative Director
Personnel & Labor Relations Division

Diversity Has Given Rise to Innovation andSupported the Expansion of BusinessWith a dedicated department, it is now possible to makeannouncements and provide explanations based on disseminating
information from a single point and consolidating it through thelens of diversity and inclusion. I feel that we can now give a clearer

Since its founding in 1900, Toppan has expanded its operations byindication of what Toppan is aiming for and the path that we should

leveraging the unique technologies and expertise developed in its

take. I believe that the role of the Diversity & Inclusion Promotion

core business of printing. I believe that this was driven by innovation

Office will continue to grow to enable us to provide information

born out of the coming together of wide-ranging insights, experiences,with clarity to parties both inside and outside the Company and to

perspectives, abilities, and sensibilities. The fusion of these elements

accelerate our activities.

shapes Toppan’s unique approach to diversity and inclusion and has
been the driving force behind our history of innovation.

Consistent Progress Generated by Steady Efforts

Today, Toppan engages in multifarious businesses that cater tomore than 20,000 client companies. As social trends accelerate,

Toppan needs to stay at the forefront of such trends and address

We take pride in being a pioneer in diversity and inclusion.

part of society. To respond to change and the trust and expectations

still issues to address and areas in which we are not yet where we

However, we need to strengthen our activities further as there arethem as we expand business, so that we continue to be an integral

should be.

of customers, we need all our employees to create solutions enabled

From here on we need to be more conscious of diversity andby their diverse capabilities. That is why diversity and inclusion are

inclusion, make it an integral part of management, and reflect it invital for Toppan.

decision-making. With the advance of globalization, we are seeing

Strategic Diversity and Inclusion Based on a
DNA of Respect for the Individual

an increase in the employment of foreign nationals and personnel
with career experience in other sectors. We have to work on

building the foundations on which such people can maximize theirpotential and thrive at Toppan.

Throughout the Company’s history, Toppan’s leaders have always

For the employment of persons with disabilities, I think it isespoused the philosophy of respect for the individual. To put this

into practice, the Personnel & Labor Relations Division continues

essential to provide environments in which people can work with

employees to fully leverage their skills, knowledge, and experience

are able to fully leverage their skills and strengths, take on theirmotivation, vitality, and commitment. It is important that employees

to create frameworks and working environments that enable all

work proactively while establishing cooperative frameworks, andand work with motivation, vitality, and commitment. In collaboration

fulfill the Company’s social responsibilities together. For example,

with the labor union, we have established a labor-management

T.M.G. Prepress Toppan Co., Ltd., a joint venture with the Tokyo

committee for the promotion of job satisfaction and implemented a

Metropolitan Government and Tokyo’s Itabashi City, takes onvariety of measures based on discussions that have taken place.

various work for Toppan and is now indispensable in supporting

Through these initiatives, employees have come to recognize

what we do (see page 14).

and respect each other’s individuality and make the most of their

We have also been active in addressing LGBT issues from ancapabilities in their work. I feel that the concept of respect for theindividual is deep-rooted at the Company. However, we need toearly stage (see page 16). It is very important that everyone has

ensure sustainable growth. We thought that if initiatives we haveis said that around 8% of people are in the LGBT demographic,

their own unique perspective and reflects that in their work. It

implement measures that are even more strategic and clear-cut tobut gender identity and sexual identity are broad spectrums for

implemented based on the philosophy of respect for the individual

everyone. We want everyone to respect each other’s individuality

are reframed within the framework of diversity and inclusion, andand make the most of their skills and characteristics and also to beawareness of them is strengthened, employees will be able to act

conscious of the goal of creating an environment in which diversity

on their own initiative. Based on this thinking, we established theof all kinds is acknowledged and accepted.

Diversity & Inclusion Promotion Office in April 2019.

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Bringing Toppan’s Diversity and Inclusion to
Wider Society

terms regardless of position.

I hope we can take our experience of diversity and inclusion

as a company, what we have done, and the results we have seen,

including the lessons learned during the COVID-19 pandemic, andDue to the impact of the COVID-19 pandemic, working from home

be proactive in sharing it with wider society. The reason for thishas become commonplace and the ways in which we communicate

is that what Toppan is aiming for is not just the advancement of

have changed. For example, Toppan has been proactive indiversity and inclusion at our company, but in society as a whole.

introducing online meetings, and an added benefit has been the

Toppan will continue to undertake such initiatives to contribute toinclusiveness generated by people being able to discuss matterscreating a sustainable society filled with diversity.

without being conscious of people’s job titles and to speak on equal

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Workplaces that Accommodate All Abilities
As part of its diversity and inclusion initiatives, Toppan has made efforts to support the working lives of persons withdisabilities. Employees with disabilities all make vital contributions to Toppan, and the Company is driving developmentof and support for job categories and working environments that enable everyone to build on their individual strengths
and characteristics to create social value together.

Where people withdisabilities work at Toppan 1

Toppan Electronics Products
Shiga Plant

Osamu Fukunaga (left) and Yoshiki Hiramatsu (right) maintain close communication while
keeping an eye on colleagues to ensure that operations progress smoothly.

An Indispensable Team of Four People
with Disabilities

improvement,” says Fukunaga. “We gradually worked on creating abetter working environment by taking such measures as replacing

equipment to make it easier to perform the task and increasing thenumber of dollies used for transporting things. When Yoshiki came

Toppan Electronics Products handles the manufacturing operations

to work here, it was the first time I had really had any contact with aof the Toppan Group’s Electronics business. Its Shiga Plant has

person with a disability, so I have to admit I was anxious about what

been employing people with disabilities since 2001.

I should be doing. However, I looked at the individual and worked

Mayumi Yoshida, a manager from the plant’s general affairs

out how to communicate. Originally, I gave instructions for setup anddepartment, says, “When we first started to recruit people withprocess management, but Yoshiki has become the leader and has

disabilities, we experienced problems with communication due

taken over all of the management duties for this work.”

to a lack of understanding on our part, and we encountered such

Hiramatsu says, “When I started to work here, I was nervous

issues as employees finding it difficult to remember what to do.
From 2008, we temporarily suspended recruitment of people

about working with people, but Mr. Fukunaga communicatedlocal high schools for people with disabilities and Hello Work, themonths. Before I was given the responsibility of being the leader, allwith me well, and I began to really enjoy the work after about six

with disabilities, but we started again in 2015, collaborating with

I thought I had to do was to follow instructions, but my thinking has

Japanese government’s Employment Service Center. To improvechanged now. I study what is going on by confirming instructions

the process of bringing people into the company, we use work

supervisors have given or watching the work that other people areexperience to enable them to see what the workplace and the

doing. When someone new joins us, I know that they will be nervous,

work done are like. This also enables us to get an idea of people’s

so I make an effort to help them get used to working here. I focus on

individual interests and aptitude, which has made the process ofcommunication and make a point of talking to them during breakjoining the company much smoother.”times and giving them encouragement if they make a mistake.”

Toppan Electronics Products initially started by recruiting andFukunaga adds, “The four people working here all have their own

assigning people to workplaces where large color filter panels arepackaged. Work was subsequently expanded to areas where theunique individual personalities and characteristics, and the time they

Plant manager Toru Ogura says, “This process involves taking

they can make further improvements and gradually increase efficiency.”take to perform tasks differs, too. With Yoshiki taking the lead, I hopecores of anti-reflection film rolls are prepared for reuse.

“The volume of work varies from month to month, but I havethe cores of anti-reflection film rolls after use, wiping away any

become more confident that by checking schedules and giving

dirt, and repairing any damage. The operation is now handled

instructions to the team as its leader, I can help us to work hardcompletely by a team of four people with disabilities. When doing

and get through the busy periods,” says Hiramatsu. “I take a lot

this work, employees have to be able to assess how much dirt needsof satisfaction from consistently meeting the standards required.

to be wiped off and identify cores that cannot be used again. The

There are people around us who I want to learn from in terms ofexperience that the team has accumulated has enabled them to dotechniques but also as human beings, so I intend to work hard tothat. We are able to process about 700 cores per month in house,get closer to that ideal.”

which makes a considerable contribution to cost saving.”

The Shiga Plant has become a model for the employment ofClear Communication Builds Trust

persons with disabilities at Toppan, and the Group intends tosteadily continue these initiatives.

Plant manager Ogura closes by saying, “Workplaces that include

Various measures have been taken in consideration of people

with disabilities in the area in which cores are prepared for reuse.

people with disabilities are not special environments at our plant.

back on what has been done so far:and exchange ideas to produce synergies. I intend to continue our

The people working there all take part in team meetings and events

Supervisor Osamu Fukunaga and employee Yoshiki Hiramatsu lookefforts to create workplaces and plants that provide good working“The area in which the work is performed is inside theconditions for everyone.”

warehouse, so to begin with the lighting and air conditioning needed

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Where people with disabilities
work at Toppan 2

T.M.G. Prepress Toppan
Co., Ltd.

T.M.G. Prepress Toppan Co., Ltd.
Location: Itabashi City, Tokyo
Established: June 11, 1993
Business: D TP, IT development, IT solutions,
web content production, digitalization,
office support, etc.
No. of employees: 1
 20 (including 91 people withdisabilities)■ Breakdown of employeeswith disabilities

People withpsychiatric,
developmental,
or intellectual
disabilities

40

51

People withphysicaldisabilities(As of June 1, 2020)

T.M.G. Prepress Toppan handles a variety of office and administration work for Toppan’s operational sites. Employees withdisabilities (known as “Friendly Staff”) work at the Toppan sites, which fosters diverse perspectives and drives change in theway people work.

Employees from T.M.G. Prepress Toppan working inside an office at Toppan’s Akihabara site in Tokyo provide office support services, such as
internal mail delivery, shredding of documents, data input, sorting and dispatch of items to be distributed to employees, and digitalization of hard
copy documents.

Teruhiko Munekata

people to act directly. We separate and segmentalize “work” andDirector & Head of General Affairs“social skills”, and encourage people to see the two combined as

T.M.G. Prepress Toppan waspeople have done each week, we target the fulfillment of theirforming their “job.” By combining this with looking back on what
potential. This is one of the indicators for their personal growth,established in 1993 through joint

and their committed efforts to take on challenges are a great asset

investment by Toppan, the Tokyo

for the company.

Metropolitan Government, and Itabashi

I hope we can share the know-how we have accumulated

City, one of Tokyo’s wards. It is a model

regarding the employment of people with disabilities with the rest

company for the employment of people with severe disabilities. Ourof the Toppan Group and wider society, as well.

Akihabara location for providing office support currently has 13
staff with intellectual or developmental disabilities.

Yutaka Fushiki

I have been involved in labor-related work for a long timeat Toppan, but I feel it is very challenging to assess the extent

Job Coach
Office Service Akihabara GroupOperational Support

to which labor management should intrude into the minds of

employees, especially those with psychiatric disabilities. However,

Manufacturing Department

it is my mission to create frameworks in which every employee

can continue to make small steps and stand on their own two feet.
We will always aim to be the number one company in providing

Another coach and I work at theemployment opportunities for people with disabilities.

Akihabara office. The employees with intellectual or developmental
disabilities are very good at following instructions, and this means

Chiemi Horithat the coach has a significant influence on them. You gain a great

Head of Human Resource Development
Office and Certified Social Worker

deal of satisfaction when you consider that the growth and skills

Our Akihabara office is next to thework and place a lot of value on interacting with them as membersof the coaches are indispensable to the growth of each employee.

We recognize the importance of people being autonomous in theirof society while also maintaining appropriate distance and not

Toppan Printing head office building,micromanaging. For example, we let employees handle the workso we are driving initiatives that canthemselves from the stage of preparation, without setting it up forbe model cases for the employment

them. If there was something an employee did not understand, we

of people with disabilities throughout the Toppan Group. Whenused to ask them to raise their hand and a coach would go to help

advancing human resource development, I am mindful of ensuring

them, but these days we have them go to the coach they want tothat the entire team shares the same mental model. For example,

ask a question to. Doing this has enabled us to enhance their work

we make sure that everyone is pulling in the same direction byskills and experience. Going forward, I think it will be important toregularly conducting social skills training, either through groupstrengthen understanding regarding people with disabilities within

discussions focusing on a particular issue or through encouraging

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TOPPAN Sustainability Report 2020

Special Report1Companywide Materialityand development of automated typesetting systems. Taking on

the Toppan Group and foster personnel who will fulfill the role ofthat kind of work allows Toppan’s employees to focus on their corecoaches.

work. I think this also contributes to changing the way in which

Itsuzo Ichinose

people work. I place value on a mutually-beneficial relationship.
Things that people without disabilities think of as routine, are

Director

not necessarily things that people with disabilities see the sameway. If people do not understand and consider this, people with

T.M.G. Prepress Toppan handles aand without disabilities will find it hard to work together. We willfrom DTP production to the designand every employee to flourish.

continue to take on challenges to allow the infinite potential of eachvariety of work for the Toppan Group,

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Work-Life Balance
Based on an approach of supporting people’s desire to work, Toppan

Promoting Understanding of LGBT
Issuespeople’s work and their private lives.

of LGBT issues and ensure working environments in which

Toppan is undertaking various activities to promote understanding

strives to establish environments that facilitate a balance between

everyone feels comfortable.

In addition to enhancing and expanding a range of programs

One of these efforts is the holding of LGBT seminars open toto support the balancing of work and childcare, Toppan runs the
Hagukumi (nurturing) Program, which provides support for theGroup employees. In 2018, LGBT activist Koyuki Higashi spoke

To provide support for people balancing work with nursing care,inclusion consultant Kayo Fujiwara gave a talk on gender and sexual

about diversity in the workplace, and in 2019, diversity andmental wellbeing of employees with childcare responsibilities.

diversity. These seminars provided forums in which employees

Toppan focuses on initiatives that can alleviate concerns andcould further their understanding of LGBT-related matters andallow employees to work with peace of mind. These include theengage in dialogue about them. The Company endeavors to ensure

enhancement of support programs, the provision of information tothat its programs and systems support the diverse living styles of

employees, and the holding of seminars.

its employees and on July 1, 2020, revised its systems related to the→ See pages 44-45 for details

spouses of employees to make them applicable to same-sex andcommon-law partners.

The Hagukumi Art Salon, part of the Hagukumi Program

Diversity and Inclusion
Are Driving Forces for
Change at Toppan

LGBT-related open seminar conducted by Kayo Fujiwara

Chizuko Sawada
Head of Diversity & Inclusion Promotion Officeand General Manager of Human Resource
Development Center
Personnel & Labor Relations Division

Toppan’s business relies upon our ability to empathize with otherthem.

easy to express visually or verbally. I think that DNA translates to

Office has also made it possible to make recommendations

The establishment of the Diversity & Inclusion Promotion

people and understand and give form to something that may not bedirectly to management. I believe that widespread recognition

diversity and inclusion.

of the importance of diversity for management strategy will give

The various parts of Toppan have been proactive in undertaking

momentum to promoting it throughout the Company. From here on,diversity-related initiatives. However, if we consider such factors

I see the key to inclusion being the degree to which we can ensure

as changes in society and the amendment of legislation, it becomes

psychological safety for each and every employee. This is not justclear that we need to position diversity and inclusion as driving

restricted to the employment of people with disabilities or LGBT-

forces for change and ensure that everyone throughout therelated initiatives, but includes the creation of workplaces that

Company shares the same awareness of objectives. In April 2019,enable job satisfaction for everyone as the way in which we work

therefore, we established the Diversity & Inclusion Promotion

changes, for example, with the expansion of working from home.

Office. The roles of this office include working with various divisions

To achieve this, we need to transform, almost to turn conventionalof the Company to enhance activities and increasing the speed at

approaches and thinking on their head. We will change thewhich we make progress to ensure that we are in line with changes

organization by respecting, valuing, and leveraging our differences.

in wider society. We have three people in our team at the headAt the same time, we will make steady efforts in a range of areas

office, but we have also appointed personnel at sites throughout

to promote diversity and inclusion at Toppan while fostering

Japan to be part of a diversity promotion committee, and we

personnel who will drive diversity for the next generation.

advance activities while collaborating and sharing information with

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Solutions to Social Issues Enabled by Advanced Visualization Technologies
Using printing technology to communicate the right information accurately

High-definition Visual Media Are

Toppan’s DNA and Technology Can

Changing the Way We Communicate

Contribute to a New Foundation forCommunication using words and printed text involves conveying

Society

However, it is a means of communication that can easily lead to an

Toppan has engaged in the business of printing since its foundation

not be able to fully express what they are thinking or feeling using

accurately record and communicate information. This expertise

images and emotions by converting them into text information.

and has developed printing technologies over many years that

incomplete understanding. The person conveying information may

is leveraged in the production of media employing advanced

words and the person receiving the information may not properly

visualization technologies, such as high-quality video and virtual

understand what is being communicated.

reality (VR).

In the case of visual expression, however, it is said that a

Printing technologies for reproducing shape and color in detailphotograph can convey information equivalent to 2,000 charactersof text and that watching video is equivalent to several million

facilitate the production of VR content with an overwhelmingin particular, the amount of information contained within is evenexperience and track record built up in the daily handling of high-sense of immersion and realism. Toppan takes advantage of thecharacters of text information. With high-quality 4K and 8K video

resolution, high-volume data to create high-quality 4K and 8K

larger because the images have higher definition and resolution.

visual media.

This means that the level of immersion of the experiences is

By providing high-definition visual expression technologies,

heightened because what is displayed looks very similar to the realscenery.

Toppan not only meets promotion, marketing, and other needs ofthe way in which we communicate. If the deployment of 5G mobile

to social issues through the use of such technologies in fields

businesses and local governments, but also contributes to solutions

The use of these kinds of visual media is significantly changing

including education, manufacturing, disaster and crime prevention,communication systems enables not just high-speed, large-volume

medicine, and art.

transmission, but also multiple connections and minimal delays, it

Toppan will continue to leverage its DNA and outstanding

can drive the use of high-quality visual media and make it possible

technologies to respond to an ever-evolving society while

to deliver a wealth of content to large numbers of people.

proactively creating and rolling out services that can help form a
new foundation for that society.

Medicine
High-definition, high-resolution video
is expected to improve the accuracy ofimage-based diagnosis and help create
environments for remote medical services
that are closer to face-to-face consultation.

Social Infrastructure
Cameras are used for crime and disasterprevention to support a safe and securesociety. High-quality video can facilitate
more detailed analysis and more effective
countermeasures.

Expanding possibilities
for advanced visualization

Regional Stimulation
Visual media can also contribute tostimulating regional economies by making
it possible to showcase tourist attractions,
local produce, and other elements of aregion’s charm and appeal to people aroundthe world.

technologies indiverse fields
Education
Visual media’s role in the field of education
is expected to grow, with such applications
as the digital archiving of museum
collections and cultural assets, as welllearning materials.

Promotion
The use of visual media for branding, thepromotion of products and services, anddiverse other purposes is expanding.

Industry
Visual media can contribute to enhanced
productivity and safety management
through use in a wide range of settings,
including safety training, quality control,
and the passing down of technologies andknowhow in manufacturing workplaces.

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Possibilities of advanced visualization technologies ①

Opening the Mind with Virtual Windows

Topic

Natural Window—a space solution offering hyper-immersion

Pilot Project to Support the Akita City

Government’s Efforts for an Age-friendly City

The Natural Window System and its EffectTo contribute to efforts by the government of Akita City

This solution involves taking high-quality 4K video content shot by

in Akita Prefecture to create an age-friendly city,1 Toppan

with a window frame to create an experience of window scenery withcompanies in a pilot project for “Natural Window for CATV,”2

Toppan using special techniques and displaying it on digital signage

worked with four television and communication-related

an outstanding sense of immersion.

a new video distribution service. The test involved getting

rooms featuring Natural Window, posters, or blank walls has shown

4K televisions to spur communication and participation

in a short time period. By introducing Natural Window as a means toengagement by seniors, Toppan hopes to help maintain socialstyle reform and health management for employees and staff.

such as labor shortages.

feedback from users and transmitting video to household

Analysis based on measurement of biological response to breakthat Natural Window helps relieve stress and enables people to refreshin society by senior citizens. By encouraging social

improve workplace environments, Toppan aims to contribute to work

infrastructure and address issues faced by an ageing society,
1. T he World Health Organization (WHO) launched a project in 2007 toaddress the issues of global ageing, urbanization, and the ageing of urban
populations. In December 2011 the government of Akita City became thefirst local authority in Japan to join the WHO Global Network for Age-

Friendly Cities and Communities. Subsequently, in March 2019, Akita
was selected from cities in the network as one of 11 undertaking advanced

initiatives.
2. P ilot project for high-quality 4K video transmission conducted in Akita
City to support the creation of an age-friendly city.
Related press release (in Japanese)

Break room at Toppan’s BPO

https://www.toppan.co.jp/news/2020/03/newsrelease200312.html

Square Asaka facility

Possibilities of advanced visualization technologies ②

Preparing for Evacuation

evacuation areas. By making use of a function for going back over

one’s own evacuation route and switching between aerial, rear, andEvacuation simulation systemother views, users can confirm the action they need to take frommultiple perspectives.

Visual Content Enables Repeated Experience

Features of the Tsunami Simulation

In May 2019, Toppan worked with the government of Akita City, Akita

Prefecture, to develop an evacuation simulation system that uses visualThis content aims to help people confirm visually the dangers of a

how they become flooded in the event of a tsunami caused by a large-

to be taken when evacuating.

action and routes to take when evacuating in such an emergency.

combined with computer graphics to produce something that is easythat repeated use of the system and content will allow all residents to

the Akita City website.

tsunami hitting the city and explains clearly the precautions that needmedia to demonstrate which locations might become flooded andActual video of the Tsuchizaki district in Akita City has beenscale earthquake. The system enables people to experience the specificfor residents to understand. The content is available for viewing on

Visual content simulating a tsunami was also produced. It is hoped

be better prepared for evacuation based on the simulated experience ofthe dangers of tsunamis and what action needs to be taken to stay safe.

Features of the Evacuation Simulation System
The system facilitates repeated simulated experience of evacuation

A scene from the evacuation simulation system. Users can confirm such details as timefrom start of evacuation, sea level, and rearview mirror display as they use the system.

based on the concept of “faster, higher, further” advocated by the
Akita City government.

A realistic simulation of a tsunami approaching has been produced

in 360-degree virtual reality. This can be shown on a large screen
for multiple viewers or viewed on head-mounted displays for ahighly immersive experience. Using a controller, evacuation can becommenced from any location within the virtual space, and users

The tsunami simulation content explains what would happen if a tsunami hit thecity using real images to enable residents to be prepared for evacuation.

can experience evacuating via the appropriate routes to designated18

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Possibilities of advanced visualization technologies ③

Fly(Expand user experience)

Transcending Space and Time to Share Abilities

Meet people in distant locations

IoA Virtual Teleportation(Expand user presence)
Internet

Give instructions on repair
procedure (Communicate user abilities)

Overcoming Distance and Time to Share Abilities

Toppan is undertaking joint creation and development with Jun Rekimoto, professor of the Interfaculty Initiative in Information Studies at the

University of Tokyo, who advocates the Internet of Abilities (IoA). One of the outputs of these activities is the launch of IoA Virtual Teleportationand efforts to drive its application in society. The IoA is a concept for the infrastructure of future society and involves fusing people andtechnologies via networks to expand consciousness and abilities.

Aiming to expand human capabilities, this initiative is expected to be effective for a wide range of applications. These include physicalrehabilitation, support for elderly people and those with limited mobility, and the tracking of movements of experienced practitioners to enabletraining and the passing on of specialist skills.

Topic

Virtual Hometown Excursion Enabled by IoA Gakuen™

IoA Gakuen™ (“gakuen” means “school” in Japanese) employs IoA Virtual Teleportation technology anduses 4K video and 5G-related communication to connect schools with distant locations and provide
a platform for broad-based learning for children that overcomes the physical and time constraints oftravel.
In November 2019, IoA Gakuen™ was used for a virtual hometown excursion by children attending
the Futaba Minami and Kita elementary schools in Iwaki City, Fukushima Prefecture. The majority of the town of Futaba has beenclassified as an area to which people cannot return following the 2011 Tohoku earthquake and tsunami. The virtual excursion
provided an opportunity for children to learn about the state of the town today and the efforts being undertaken for restoration andreconstruction.

Possibilities of advanced visualization technologies ④

Supporting Accurate Diagnosis for Remote Medicine
Color management system and high-definition video technologies

Concept for Application

Enhancing Dialogue and Information Sharing

Specialist
hospitalRemote location

Between Doctors

Local
doctorTo address the issue of support for medical care in regions with limited

5G / millimeterwaves

Specialist
doctorOpticalcommunication

numbers of specialist physicians, growing attention is being focused onremote medicine, in which specialists are connected with local doctors

Toppan aims to combine high-definition video technology with a colorand can communicate with them via networks. Due to the spread ofmanagement system for reproducing color data with a high degree of accuracy

used not just in regional areas but also by doctors in urban locations.

networks and other means for high-speed, large-volume transmission.

COVID-19, remote medicine has increased in importance and is being

to enhance the quality of communication between doctors through 5G

In addition to conveying information via language and numerical

data, video is indispensable for facilitating remote examination andconsultation. Accurate communication of visual information requires

both high definition and sophisticated reproduction of color information.
Toppan has expertise accumulated over more than 30 years in

handling high-definition digital data for printing, which is combined withadvanced control technologies and reliability that can withstand long-term use. Toppan aims to contribute to enhancing the quality of remote

Causes of disparities in communication and assessment when
there is a significant difference between input and output
Display device

Light source

Different imaging
methods andsubjective automatedimage processing

Differences in display
characteristics of eachdeviceDifferent color
components
depending on lightsourceUltra-high-definition
digital data for
printing

Not adjusted

Not appropriate

Not clear

Erroneouscorrection

medical care and enabling healthy lives by facilitating the exchange ofaccurate visual information.

Concept display in the Toppan booth at
CEATEC 2019 Society 5.0 Town
Related press release (in Japanese)
https://www.toppan.co.jp/news/2019/10/
copy_of_newsrelease191011_1.html

High definition

Imaging device

Natural light
5000K°

Halogen bulb

Fluorescent
light

LED

(information volume)

Resolution / bit rate

Comprehensive control ≒ color management system

19

TOPPAN Sustainability Report 2020

Special Report

2

Business Materiality

The Ongoing Pursuit of Accuracy
in the Digital Field

Takashi Suzuki

Senior General Manager
Advanced Visualization Technology Development
Social Innovation Subdivision
Information & Communication Division

Evolution from Visualization to Accurate
Communication

The Potential Offered by Second-generation
Digital Signage

The work of a printing company can be said to be the processing ofConventional digital signage has been a substitute for signboards,

to put what the customer is envisaging into a visual format and give

displays. If we think of this as the first generation, second-generation

with the same advertising sometimes being shown on multiple

information for visualization. The core of printing technologies isdigital signage could be said to be space design that prompts human

it its finished form using photographs, text, design, and a range ofaction. We are conducting research based on exploring the idea

other technologies. Digital evolution of the expression technologies

that if we manage information that appeals not just to sight but

we have built up over the years is a major theme for us now. Our

to all five senses in spaces with displays, it might be possible tobasic approach is to develop new services centered on advanced

influence people’s emotions. In June this year we launched a spacevisualization technologies and apply them effectively to help shapedesign solution called Your Space™. We believe that this solution

Society 5.0, which will be sustainable and smart. The key to this will

can contribute to working style reforms at companies by centrally

be going beyond visualization to achieve accurate communication

managing and controlling video, sound, aroma, and lighting toof information. For example, in the creation of digital archives ofenhance people’s concentration. Toppan opened NIPPON GALLERY

cultural heritage, we work to faithfully reproduce lost portions based

TABIDO MARUNOUCHI in Tokyo to contribute to efforts to makeon research of large numbers of documents so that such heritage

Japan into a tourism-oriented nation and revitalize its regions. The

can be passed down to future generations. The social application

facility features simulated natural lighting in the ceiling and Naturalof these initiatives involves creating and providing mechanisms for

Window displays in the walls. The space has been designed in various

systematically enabling the accurate communication of information,

ways to showcase the charms of Japan. This includes a reconstruction

and I believe that this will lead to social innovation.

of the garden of a traditional Japanese tea house and a high-intensity,

Core Technology of Accurate Color Reproduction

high-definition LED wall that enables life-size displays of scenery.
The gallery and its design have been a hit with visitors.

Toppan has worked for many years on developing the real-timerendering engines that are vital to our virtual reality (VR) business

Better Living Enabled by Digital Technologies

other engines available that can produce extraordinary images andWe have also launched “beyond 5G” initiatives that look to the future.

our own engines because it is very difficult to reproduce textures

technologies in society, but a limit is being seen even in the potential ofso that they reproduce colors and textures accurately. There are

We are conducting a range of pilot projects for the application of 5G

beautiful color expression, but we felt that we needed to develop

5G when it comes to expanding stimuli that appeal to the five senses. We

that change depending on the material, such as the soft look ofare therefore conducting research into Multi-access Edge Computing

fabric or complex depth of reflection seen on paint on a car.

(MEC), which processes data at a network location closer to final users.
In the post-COVID-19-pandemic world, there will be heightened

The International
Space Station
reproduced by arendering engine aspart of VR content
for the Fukuoka City
Science Museum.

demand for contactless, remote communication. Toppan will beresearching and developing an array of services based on IoA

Virtual Teleportation, which transcends space and time to enable

an experience in which users feel as if they are at the location itself.
In transcending space and time, we are also engaging in efforts torecord and explore human behavior. For example, in the field ofWith digital communication via networks, there are issues sucharchaeological surveys, we are contributing to research activities

as deterioration due to the compression of large volumes of datawith new digital techniques, providing technologies for accurate 3D

and different colors being displayed by different devices. Thisvisualization of historical sites and ruins above and below ground.

means that color management technology that conveys the right

We also continue to collaborate with universities and researchcolor under various conditions will surely become more and more

institutions in Japan and overseas to research Maya civilization

important. For example, as part of measures in response to theruins in Honduras and Guatemala and the Ayutthaya and Sukhothai

COVID-19 pandemic, the number of hospitals offering online

historical sites in Thailand.

services starting from the initial consultation has increased. When

From here on, we will see a variety of business activities being

doctors interact with patients via screens, if the color of the person’s
face is not displayed accurately or color is automatically adjusted

conducted in cyberspace. I take pride in the fact that with our history

provide an accurate diagnosis. We need to be uncompromising

we are perfectly positioned to contribute to shaping a smart society inof using printing to consistently disseminate real-world information,by the camera or image processing engine, it becomes difficult towhich cyberspace and the physical world are seamlessly linked. We

in our pursuit of precision to ensure that medical examinations

will continue to take on new challenges targeting a world in which

online can be performed with the same level of accuracy as thosepeople use digital technologies instinctively and intuitively as part of

conducted face to face.

a better way of living.

20

TOPPAN Sustainability Report 2020

Climate Change Risk and the TCFD

Addressing Climate Change

Climate Change Risk and the TCFD
Climate change affects international society, the economy, and theclimate change has on the Company. From here on, Toppan will

become a major issue for businesses. Since establishing the Toppan

strategy, risk management, and metrics and targets in line with theenvironment. It is becoming more serious as every year passes and has

disclose information from the four perspectives of governance,

Printing Declaration on the Global Environment in 1992, Toppan has

TCFD framework. The Company will also continue to consider anddriven efforts addressing climate change and other environmental

implement its response to business risks and opportunities andissues, looking to the future and seeking to help shape a sustainabledisclose information as appropriate.

society through its business activities.

In May 2019, Toppan announced its support for the

Toppan Group Declaration on the Global Environment (revised 2009)https://www.toppan.com/assets/pdf/sustainability/
The_Toppan_Group_Declaration_on_the_Global_Environment.pdf

recommendations of the Taskforce on Climate-related Financial

Disclosure (TCFD) and commenced evaluation of the impact that

■ Information Disclosure Based on the Four Thematic Areas of the TCFD Recommendations
Thematic Area

Status of Initiatives

Corporate Governance
Structure

GovernanceToppan recognizes risks and opportunities related to climate change (“climate-related issues”) as
important matters for management and works to establish a system for supervision by the Board of
Directors. The Board of Directors delegates the handling of climate-related issues to the Sustainability
Promotion Committee (“the Committee”), which is chaired by the President & Representative Director.
The Committee establishes multiple working groups and coordinates evaluation of climate-related
issues and countermeasures to them. The Board of Directors will receive a report from the Committee
in each fiscal quarter on the evaluation of climate-related issues, their status, and target management,
and make comprehensive decisions on such matters as the formulation of management strategy withconsideration for climate-related issues.

TOPPAN SDGs
STATEMENT

Strategy

Toppan undertakes a business catering to customers in a wide range of sectors on a global scale. The
Company recognizes that the impact of climate change should be considered in terms of a broad scopein relation to timeframe as well as differences between business sectors and the characteristics of eachregion. Toppan believes that failure to respond appropriately to both short-term and medium-to-longterm impacts can not only cause loss of opportunity but may also present a risk to business continuity.
Short-term impacts include recent changes in the market requiring low-carbon operations and impact
on the supply chain caused by serious disasters. Medium-to-long-term factors include rising costs
due to increases in carbon taxes, a shift to non-petroleum-based materials, and an acceleration of thegrowth of on-demand services. However, Toppan also believes that responding appropriately to suchrisks can generate business opportunities, and that it is important to allocate investment and resources
and take other related measures in a timely and appropriate manner.
In addition to its traditional business model, Toppan is currently driving T-DX (Toppan Digital
Transformation), which supports the shift to new business models in a digitalized society. The
Company published the TOPPAN SDGs STATEMENT in November 2019 to set out its basic approachto providing solutions to social issues. Under the theme of Environmentally Friendly & Sustainable
Production as part of Companywide Materiality, Groupwide targets for the reduction of greenhousegas emissions have been set by the Company and approved by the Science Based Targets initiative.
Based on these benchmark targets, Toppan is advancing low-carbon business activities. Meanwhile,as part of Business Materiality, under the theme of Sustainable Global Environment, the Company istargeting the creation of new value based on sharing with customers its medium-to-long-term vision
for such initiatives as leveraging T-DX to develop supply chains for smart distribution. Toppan aims to
be a creator of social value by working towards solutions to climate change and other social issues incollaboration with stakeholders.

Corporate Governance
Structure

Risk
management

Toppan recognizes climate change as a vital issue for management and positions the process ofidentifying and assessing climate-related risks as an important matter to be addressed by the
Sustainability Promotion Committee chaired by the President & Representative Director. The
Committee has established a Risk Management Working Group (the “Working Group”). The
Working Group appoints head office divisions to be responsible for related risks and coordinates theidentification and assessment of risks, the formulation of countermeasures, and the monitoring of
progress. A system is in place to ensure appropriate supervision by directors, whereby the activities of
the Committee are presented to the Management Committee and subsequently reported to the Board of
Directors. Material financial impacts considered when identifying and assessing climate-related risks
are defined as investment and impact on sales due to fluctuations in demand for the current businessthat arise due to transition risks, expenditure such as the purchase of emission credits or renewableenergy, and costs required for the mitigation of physical risks or measures to adapt to them.
The medium-and-long-term greenhouse gas emission reduction targets for 2030 (approved by theSBTi) are set at a 30% reduction in Scope 1* and Scope 2* emissions compared to the fiscal 2017 level
and a 20% reduction in Scope 3* emissions compared to the fiscal 2017 level. Toppan will disclose
information on the status of progress towards these target figures going forward.

Medium-and-long-term
Greenhouse Gas Emission
Reduction Targets for Fiscal
2030*Scope 1: Direct emissions from industrial processes or fuels consumed at the Toppan Group.
Scope 2: Indirect emissions associated with the consumption of electricity, heating, or coolingpurchased or acquired by the Group.
Scope 3: Indirect emissions not included in scope 2, associated with business operations throughout
the entire value chain of the Toppan Group.

https://www.toppan.com/assets/
en/pdf/sustainability/2020/
csr2020_detail-en.pdf#page=95

Metrics
andtargets

21

Related Information

https://www.toppan.com/assets/
en/pdf/sustainability/2020/
csr2020_detail-en.pdf#page=26

https://www.toppan.com/assets/
pdf/sustainability/toppan_sdgs_
statement.pdf

https://www.toppan.com/assets/
en/pdf/sustainability/2020/
csr2020_detail-en.pdf#page=26

TOPPAN Sustainability Report 2020

Climate Change Risk and the TCFD

■ Sustainability Promotion Structure Including Climate Change
Board of Directors
Reporting and supervising
Management Committee
Reporting and supervising
Sustainability Promotion Committee
Reporting and supervising
SDGs Promotion

ESG Information Disclosure

Working Group

Working Group

Coordinating

Risk Management
Coordinating

Working Group

Formulates business plans focused

Formulates plans for appropriate

Identifies significant risks for(including climate change)

information (including climate

and formulates plans foron the achievement of the SDGs

disclosure of Toppan’s ESG
change)Toppan (including climate change)
countermeasures

Members of the committees and working groups are selected from the personnel of such head office divisions as Public

Relations, Corporate Planning, Personnel & Labor Relations, Legal Affairs & Intellectual Property, Finance & Accounting,

Manufacturing Management, Business Development, Information Security, and Global Governance, as well as the respective
business divisions.

■ Risks and Opportunities
The TOPPAN SDGs STATEMENT published in November 2019 sets

In response to the worsening of climate change in recent years,
countries and businesses throughout the world are targeting a

out a commitment to strengthen initiatives addressing environmental

volumes and those of other greenhouse gases.

classified. Issues under Companywide Materiality are those to betransition to a sustainable society by working to reduce CO2 emission

issues in the two categories under which material issues are

addressed through the overall corporate activities of the Company,

However, even with these efforts, it is difficult to predict the future

while those under Business Materiality are to be addressed throughaccurately, and there are also concerns regarding the emergencespecific business activities. Toppan does not see climate change

of a society exposed to the impact of drastic changes in climate.

simply as a risk to be avoided, but as a chance to create new social

Toppan recognizes the impact that climate change can have on its

value. The Company will continue to strive to create new businesses

operations as a serious issue and has started to analyze and consider

by responding to the ever-changing climate change situation, andcountermeasures to such impacts in terms of both transition risks

reevaluating and comprehensively exploring business opportunities by

associated with a shift to a low-carbon society and physical risks

employing such methods as scenario analysis.

brought about by drastic climate change.
Item

Transition
risks

Transition
opportunities

Potential Impact on Business Activity

Products and Services

・Cost increases due to tightening of energy-saving legislation and other ・Decrease in demand for paper media and petroleum-based
plastic products
regulations
・Changes in materials
・Cost increases due to carbon taxation and cap and trade programs
・Increases in raw material and energy costs
・Production system conversion due to changes in materials, increased
investment
・Selling of emission credits generated
・Cost decreases due to low-energy production

・Expansion of digital business for information media
・Expansion of business for plastic-free and easy to recycle
materials
・Expansion of orders taken for systems supporting energy
saving・Changes in materials

・ P roduct quality deterioration under high temperature
・Damage to operational sites caused by large-scale disasters
conditions
・Procurement problems caused by supply chain disruption・C ost increases due to pulp and paper supply shortages caused by
Physical risks
deforestation
・Insufficient air conditioning capacity and increase in energy costs due torise in ambient temperature
・Expansion of digital business for information media
・Expansion of digital business due to shift from paper
Physical・I ncrease in business opportunities related to advancement of smart ・Expansion of energy-related business
opportunities
・Expansion of business related to medical carefactories (labor-saving, unmanned) and disaster prevention

22

TOPPAN Sustainability Report 2020

Efforts to Prevent the Spread of COVID-19
The Toppan Group offers its heartfelt sympathy to all those who havesociety through products and services that leverage the Company’s

prayers for everyone’s swift recovery.

the employees of the Group and companies with which Toppan does

been affected by the novel coronavirus infection (COVID-19) and its

resources while putting the highest priority on ensuring the safety of

Toppan has taken a range of measures to prevent the spread of

business.

infection both inside and outside the Company and to contribute to

Details of Efforts
Preventing Infection Among Employees (as of end of August 2020)
Working arrangements

Measures taken for business activities include the following:・Wherever possible in accordance with the nature of their work,

・Minimizing the number of attendees in internal meetings and those・Communications infrastructure required to enable remote working

・Restricting non-essential and non-urgent business travel and visits

employees have been working remotely or from home.

with outside parties and shortening the time taken for meetings.

has been enhanced, and operations and systems have been reviewedthat require long travel times and switching to online meetings.

to advance paperless processes and address tasks previously handled・Regular meetings usually held in a single location with large

physically.

numbers of participants held instead in multiple locations using
online conferencing facilities.

・Avoiding overseas business travel in compliance with relevant■ Training for New Recruits Held Online

guidance, such as the travel advice and warning on infectious

In order to prevent the spreaddiseases provided by the Ministry of Foreign Affairs of Japan.

of COVID-19 both inside andOther measures include the following:outside the company and ensure

the safety of employees, the form

・Encouraging visiting guests and business partners to wear masks

recruits joining the Company

・Asking employees to take their temperature before coming into workof training for new graduate

and wash their hands.

in fiscal 2020 was reviewed andand requiring them to stay at home if they have symptoms such as a

the training was held completely online, with employees participating

fever or cough.

from their homes. The training program made use of technology and・Requiring employees to report to the company and remain at homeincorporated measures taking advantage of the benefits of the online

if someone close to them has become infected or has been in close

format, such as the management of physical and mental condition tocontact with someone who is infected.

improve performance. Activities were also conducted to strengthencommunication between the new recruits.

Related press release (in Japanese)
https://www.toppan.co.jp/news/2020/03/newsrelease200316_3.html

Contributing through Products and Services■ Todokusuri β—Prescription Medication Delivery■ Solutions to Help Prevent the Spread of Infection

Service Based on Special Measures Related to

at Events

COVID-19

Toppan is supporting events that offer safety and peace of mind to

Okapi Pharmacy System Co., Ltd., a wholly-owned subsidiary of Toppan

both organizers and attendees through such services as detection of

Printing, has launched the beta version of a prescription medicinedelivery service called Todokusuri. The service enables patients to consult
pharmacists and receive prescription medicines without leaving theirhomes and is based on a communication from the Japanese Ministrymask wearing, fevers, and crowded areas using AI-enabled camera

systems and dissemination of information on cases of infection using
the LINE social media platform.

Related press release (in Japanese)
https://www.toppan.co.jp/news/2020/07/newsrelease200717.html

of Heath, Labour and Welfare regarding the handling of medical

consultations and prescriptions by phone or information communication

device due to increases in the number of people infected with COVID-19.
Related press release
https://www.toppan.com/en/news/2020/08/newsrelease200807e.html

23

TOPPAN Sustainability Report 2020

Efforts to Prevent the Spread of COVID-19■ Online Facility Tour Solution■ Provision of E-learning Materials for BusinessTraining and Support for Employee Mental HealthIn consideration of the need for social

distancing, Toppan has launched a new“ACTiON Campus™: Positive Mental Health Based on Adler Psychology”

online facility tour service that allows

is an e-learning course aimed at supporting the mental health ofusers and people conducting tours

employees. It supports the health and productivity management efforts

to communicate in real time withoutof businesses by promoting self-care strategies that can help manage

visiting the location itself.

stress and address the stress risk employees face due to changes

in working conditions and the growth of remote working related toRelated press release
https://www.toppan.com/en/news/2020/06/newsrelease200611e.html

measures to prevent the spread of COVID-19.

Related press release (in Japanese)
https://www.toppan.co.jp/news/2020/06/newsrelease200609.html

Donating Cleanroom Clothing
In response to an appeal from the Keidanren (Japan Business Federation) to provide

cleanroom clothing to medical facilities where there were shortages, items used at the
Niigata, Mie, and Kochi plants of Toppan Electronics Products have been donated.

24

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Fair operating
practices

Labor practices

Consumer issues

Corporate GovernanceCommunity
involvement anddevelopment

The environment

Corporate Governance
Basic Approach
Corporate governance focused on the management of sustainability

Toppan revised the Basic Policy on Corporate Governance in Marchfulfilling corporate social responsibilities as a group of companies

with efforts made in promoting diversity in the workplace and2020 to reflect these changes and to align its governance structure

activities provides an integral foundation for Toppan’s approach toaddressing issues under the SDGs.

dedicated to furthering sustainable growth hand-in-hand with the

Toppan and its Group companies work together to implement

development of society at large.

consolidated management under the Related Company

Toppan has formulated a Basic Policy on Corporate Governance

Administration Regulations prescribed for the advancement of fair

to further strengthen its corporate governance based on a fullmanagement within the Group. Through this approach, the Toppan

understanding of the spirit and aims of the Corporate GovernanceGroup implements governance aimed at maximizing the value of

Code established by the Tokyo Stock Exchange.

the entire Group.

In fiscal 2019 the Toppan Group reviewed the internal reporting

system, revoked a set of defensive countermeasures against

takeover bids, and introduced a restricted stock compensation

Basic Policy on Corporate Governance of Toppan Printing Co., Ltd.
https://www.toppan.com/en/ir/management/governance-policy.html

system with limitations on stock transfers for a certain period.

Promotion Framework
Toppan’s governance structure employs an Audit & Supervisoryindependent external members audits the execution of duties by

Board.

directors from a position independent of management.

As an entity entrusted by shareholders, the Board of Directors

An Advisory Committee for Nomination and Remuneration has

strives to achieve sustainable growth and a medium- to long-term

also been set up to enhance the objectivity and transparency of

increase in the corporate value of the Group while overseeing

personnel affairs and remuneration of directors.

important managerial decision-making and the execution of duties

Toppan has adopted an executive officer system to clarify theby each director.

authority and responsibilities of those in charge of business

An Audit & Supervisory Board composed of a majority of

execution.

■ Corporate Governance Structure (as of July 21, 2020)
Corporate Governance Structure (as of July 21, 2020)

Meeting of Shareholders
Appointing or dismissing

Appointing or dismissing

Appointing or dismissing
Auditing

Board of Directors (three external directors)
Advising

Advising and counselingSpecial Committee

Selecting or dismissing

Audit Firm

Management
Committee

Investment & Legal
Review Council

Auditing

Executive Oﬃcer
Committee

Crisis Management Committee

Directors in Charge
Executive Oﬃcers in Charge
Business Divisions
Group Companies

Management Audit Oﬃce
Monitoring
andguiding

Compliance Department
Ecology Center

Reporting

Auditing

Sustainability Promotion
Committee

Audit & Supervisory Board

President & Representative Director

Supervising(three external audit & supervisory board members)

Advisory Committee for
Nomination and Remuneration

Working together

25

TOPPAN Sustainability Report 2020

Organizational
Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Corporate GovernanceCommunity
involvement anddevelopment

The environment■ Directors, Board of Directors,
and Various Meetings■ Audit & Supervisory Board, Board Members,
and Audit Firmalong with three external directors who are independent officers (assupervisory board members at Toppan, including three external

As of July 21, 2020, five persons are appointed as audit &Toppan’s Board of Directors is composed of 13 Company directors,

members who are independent officers. In addition to their own

of July 21, 2020). Board meetings are held monthly and wheneverboard meetings, the board members attend meetings of the Boarda pressing matter requires action or deliberation. Especiallyof Directors, meetings of the Management Committee, and otherimportant matters are deliberated beforehand by the Management

important meetings on risk management. The board members

Committee, a body made up of directors nominated by thesystematically manage the implementation of audits of operational

President & Representative Director. The goal is to lay weight onsites and Group companies in close cooperation with the audit

managerial efficiency in business decision-making. Toppan has

firm and internal audit-related departments of the Company.

also adopted an executive officer system to clarify the authority

By these means, they audit and advise the Company from aand responsibilities of those in charge of business execution andpreventive perspective to ensure the legality of the operations of theenable prompt responses to changes in business circumstances.

directors and departments and smooth and appropriate corporate

An Advisory Committee for Nomination and Remuneration for

management in line with company policies and regulations. They

directors has also been in place since fiscal 2017. The Company

also regularly convene a meeting of audit & supervisory boards

partially revised its executive officer system in May 2018.

from related companies to improve the effectiveness of the audits
by board members across the Group. Toppan has had KPMG

AZSA LLC verify the propriety of the Company’s accounts throughaudits in order to enhance the reliability and transparency of theCompany’s financial information.

■ Strengthening Audit Functions
The Management Audit Office is a body established independently

The department also reports to the Audit & Supervisory Board on

and rational viewpoints, the office conducts fair and objective audits

with other forms of corruption, misconduct, and legal violations.

improper acts such as collusion, illicit trading, and bribery, alongfrom the business divisions of the Company. Working from legal

Toppan addresses these compliance issues through the Toppan

on the administrative and operational systems of management

activities and the practical status of the Company’s operations.

Group Helpline, an internal reporting system that any officer or

identified, proposes measures for improvement, and reports thea Group company (excluding listed corporations) can contact

employee (including dispatched staff and part-time workers) of

The office provides feedback to the relevant departments on issues

whenever a legal violation or other improper act comes to light.

audit results to the President & Representative Director, directors

The Information Security Division audits information security

in charge of relevant departments, and audit & supervisory board
members.

management within the Toppan Group as an organization

Property Division spearheads the Company’s initiatives to ensure

Center in the Manufacturing Management Division, meanwhile,

responsible for the control of information security. The Ecology

The Compliance Department in the Legal Affairs & Intellectual

oversees environmental activities across the Group, conducts

the strict observance of laws and regulations and to firmly

internal audits at operational sites, and monitors the progress ofestablish ethical business practices. The department is responsible

their improvements.

for ensuring that employees are fully informed of the Conduct
Guidelines and comply with applicable laws and regulations.

26

TOPPAN Sustainability Report 2020

Organizational
Organizational
Governance

Human rights

Fair operating
practices

Labor practices

Consumer issues

Corporate GovernanceCommunity
involvement anddevelopment

The environment

Main Activities and Relevant Information

List of Directors and Audit & Supervisory Board Members (as of July 21, 2020)
Directors: 16 (14 men, 2 women)

Audit & supervisory board members: 5 (4 men, 1 woman)

Name

Current Position

Independence

First
year*

Attendance at Board Number of Company
Tenure inof Directors meetings
shares held
years*(Fiscal 2019)(thousands)

Shingo Kaneko

Chairman & Representative Director

2003

17

18/18

106

Hideharu Maro

President & Representative Director

2009

11

18/18

54

Shinichi Ohkubo

Executive Vice President & Representative Director

2005

15

18/18

91

Yukio Maeda

Director & Executive Vice President

2016

4

18/18

66

Makoto Arai

Director & Senior Managing Executive Officer

2008

12

18/18

63

Sumio Ezaki

Director & Senior Managing Executive Officer

2011

9

18/18

36

Tetsuro Ueki

Director & Senior Managing Executive Officer

2015

5

18/18

16

Yasuhiko Yamano

Director & Managing Executive Officer

2011

9

18/18

35

Mitsuhiro Nakao

Director & Managing Executive Officer

2017

3

18/18

26

Yuichiro Kotani

Director & Managing Executive Officer

2019

1

13/14

23

Kazunori Sakai

Director & Managing Executive Officer

2019

1

14/14

18

Masanori Saito

Director & Managing Executive Officer

2019

1

14/14

16

Takashi Kurobe

Director & Executive Officer

2018

2

18/18

9

Yoshinobu Noma

Director (external)

✓

2010

10

17/18

34

Ryoko Toyama

Director (external)

✓

2016

4

15/18

-

Mieko Nakabayashi

Director (external)

✓

2020

-

-

-

Jitsumei Takamiyagi

Senior Audit & Supervisory Board Member

2014

6

18/18

85

Itaru Kubozono

Audit & Supervisory Board Member

2019

1

14/14

5

Hiroyuki Shigematsu Audit & Supervisory Board Member (external)

✓

2014

6

18/18

-

Keiko Kakiuchi

Audit & Supervisory Board Member (external)

✓

2016

4

18/18

-

Haruo Kasama

Audit & Supervisory Board Member (external)

✓

2018

2

18/18

-

*As a director or an audit & supervisory board member
Average tenure in years

5.59

Percentage of female executives

14.28%

Average attendance rate

98.53%

27

TOPPAN Sustainability Report 2020

Organizational
Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Corporate GovernanceCommunity
involvement anddevelopment

The environment

Conducting Management Audits
The Management Audit Office carried out 23 operation audits infiscal 2019 and conducted maintenance and operational evaluationsof internal controls over financial reporting for all business divisions
and main subsidiaries.

The audit results are regularly reported to the representative

directors, directors in charge of the relevant organizations, and theaudit & supervisory board members.

Remuneration to Directors and Audit & Supervisory Board Members
The total annual remuneration to directors and total annual

Securities report (in Japanese)
https://ssl4.eir-parts.net/doc/7911/yuho_pdf/S100J99K/00.pdf

remuneration to audit & supervisory board members were 942

million yen and 111 million yen, respectively, in fiscal 2019. Please
see the section covering corporate governance in the securities

report for details on the method used to determine remunerations
and remuneration-related information.

Formulating the Operating Guidelines for Overseas Subsidiaries
Toppan Printing strives to further strengthen its governancea set of Operating Guidelines for Overseas Subsidiaries in 2019 tostructure in order to ensure effective management within theinstill this approach in overseas Group subsidiaries.

Group. An ideal corporate governance system, as Toppan sees

Toppan will seek to achieve ideal corporate governance within theit, has a structure and support systems to immediately addressGroup by helping Group companies shape their own organizations

management. While respecting their autonomy, Toppan requires

maintain their autonomy and implement effective control based on

business challenges related to governance, compliance, and risk

and cultures. This approach will enable the Group companies toGroup companies to strictly observe the management philosophy

operating foundations and governance structures that conform toand operating policies of the Company.

the guidelines.

Looking ahead to more globalized operations, Toppan formulated

28

TOPPAN Sustainability Report 2020

Organizational
Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Risk Management

Community
involvement anddevelopment

The environment

Risk Management
Basic Approach
The Toppan Group views the accurate detection and appropriate

adverse impact on business operations. When a risk actually arises,

In keeping with this view, the Group has identified and taken

comprehensive and strategic countermeasures under the Group’s

management of impending risks as a corporate social responsibility.

Toppan immediately collects necessary information and takes

steps to mitigate quality-related incidents, natural disasters,

risk management structure to minimize losses, ensure businessand other types of risk requiring action to limit the possibility ofcontinuity, and maintain the trust of society.

Promotion Framework■ Division-specific Risk Management Structure
In accordance with the Rules on Risk Management, the Toppan

directors in charge of each relevant division are responsible forthe responsibilities for risk management are allotted to specificsignificant risk requiring action arises somewhere in the Group, theGroup has set up a risk management structure under which

taking measures to prevent, avoid, and correct each risk. When adivisions in the head office based on the types of risk involved. The

responsible director reports it to the Board of Directors.

■ Risks to
BetoManaged
theRelevant
Relevant
Office Divisionsin Charge
Risks
Be Managedandand theHeadHeadOfﬁce Divisionsin Charge
Type
Product-related incidents or
product liability

Accidents ordisasters related tocompany operations

Environmental problems

Climate change or water risks

Risks to Be Managed

Divisions in Charge

Quality-related incidents

Manufacturing Management Div.

Accidents or disasters related to ﬁres, explosions, etc.

Manufacturing Management Div.

Illegal activities related to the storage of solvents, dangerous chemicals, etc.

Manufacturing Management Div.

Occupational accidents, traﬃc accidents, or other accidents involving employees

Personnel & Labor Relations Div.

Incidents related to notes or accounts receivable

Finance & Accounting Div.

Legal problems with orders received

Legal Aﬀairs & Intellectual
Property Div.

Leakage of personal information or conﬁdential information

Information Security Div.

Interruption of business operations by cyber-attacks

Information Security Div.

Accidents related to main computer systems

Digital Innovation Div.

Violations of environmental laws or regulations; environmental impact levels exceeding applicableregulatory standards
Illegal disposal of industrial waste
Transition risks
Greenhouse gas (GHG) emission pricing, strengthened obligations for emission reporting, or higher
incidence of climate-related lawsuits
Risks related to the transition to a low-carbon economy or replacement of existing products by lowcarbon alternatives
Changes in customer behavior or increases in material costs
Widespread public disapproval of the industry or changes in the attitudes of customers or society

Manufacturing Management Div.

Manufacturing Management Div.

Physical risks
Escalation of typhoons, hurricanes, ﬂoods, or other natural disasters caused by extreme weather
Shifts in global climate patterns such as rising sea levels or increasing average temperatures
Natural disasters

Material losses or personal accidents due to earthquakes, wind or water damage, lightning strikes, etc.

Personnel & Labor Relations Div.

Spreading of new strains of inﬂuenza

Personnel & Labor Relations Div.

Related to the Companies Act
of Japan

Shareholder derivative lawsuits or hostile takeovers

Legal Aﬀairs & Intellectual
Property Div.

Improper practices in disclosing
information in ﬁnancial reporting

False reporting or improper statements

Finance & Accounting Div.

Violations of the Subcontract Law of Japan or illegal transactions with business partners

Manufacturing Management Div.

Legal violations or misconduct

Improper conduct related to accounting, taxes, or payments (ﬁctitious orders, etc.)

Finance & Accounting Div.

Harassment, discrimination, violations of the Labor Standards Act of Japan, etc.

Personnel & Labor Relations Div.

Misappropriation, etc.

Personnel & Labor Relations Div.

Collusion, insider trading, violations of the Subcontract Law of Japan,
illicit import or export transactions, or bribery

Legal Aﬀairs & Intellectual
Property Div.

Infringements of intellectual
property rights

Infringements of patents, trademarks, or copyrights

Legal Aﬀairs & Intellectual
Property Div.

Relationships with antisocialorganizations

Unreasonable demands from antisocial organizations or transactions conducted between
subcontractors or suppliers and antisocial organizations

Legal Aﬀairs & Intellectual
Property Div.

Defamation, slander,or other criminal damages

Acts of violence against the Company (threats, kidnapping, theft, etc.)

Personnel & Labor Relations Div.

Risks in overseas businessactivities

Product-related incidents, harassment, dismissals, environmental problems, ﬁres, natural disasters,etc.
Damage to human or physical assets of customers or the Company caused by international conﬂicts,
terrorism, etc.

More details on directors overseeing divisions in charge of risks
https://www.toppan.com/en/about-us/officer.html

Corporate Planning Div.
Personnel & Labor Relations Div.

(revised on April 1, 2019)29

TOPPAN Sustainability Report 2020

Organizational
Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Risk Management

Community
involvement anddevelopment

The environment■ Risk Management Liaison Meeting
All of the personnel in charge of risk management in the head officedivisions assemble on a regular basis to share information at the

Risk Management Liaison Meeting. When a risk actually arises, theresponsible persons from relevant head office divisions convene an
extraordinary meeting to take necessary management actions anddevelop preventive measures.

■ Risk Management■ Risk Management Structure

The Toppan Group manages individual risks specific toorganizations such as business divisions, subsidiaries, and Group

Board of Directors

companies.

Specifically, the Group performs annual risk surveys to determine

Director in charge of Risk Management

all types of risk that require action. The frequency and severity ofpossible risks are assessed, and countermeasures are formulated
based on the assessment results. Midway through the fiscal year,

Administration
officethe Group monitors the progress of mitigation measures designed
at the beginning of the year. As the administration office, theHead office divisions

Compliance Department in the Legal Affairs & Intellectual Property
Division takes the time every year to identify serious types ofDepartments in business divisions

risk that could exert significant adverse impact on management.
The responsible head office divisions spearhead efforts to plancountermeasures and take comprehensive measures required forthe management of the risks determined to be serious. The Director
in charge of Risk Management regularly reports the outcomes of themeasures taken to the Board of Directors.

The Toppan Group identified the following 15 types of serious

risk in fiscal 2019.

1. Fires or occupational accidents
2. Risks involved in Group control
3. Risks involved in overseas
business activities
4. Non-performing inventory assets
or long-term inventories
5. Incidents related to notes or
accounts receivable

6. Leakage of personal informationor confidential information

11. Damage to human or physicalassets caused by natural disasters

7. Interruption of business
operations by cyber-attacks

12. Investment loss

8. Quality-related incidents

13. Infringements of intellectual
property rights

9. Soil or groundwater pollution

14. Legal violations

10. Problems related to labor affairs(including long working hours)

15. Bribery or corruption

30

TOPPAN Sustainability Report 2020

Organizational
Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

BCP/BCM

Community
involvement anddevelopment

The environment

BCP/BCM
Basic Approach
Toppan provides products and services necessary for everyday

and consumers. Toppan has therefore formulated a Basic Plan

Toppan Group in wide-ranging industries, from services relatedGroup employees and minimize damage to the corporation when aliving. Client companies rely on products and services from thefor Countermeasures against Disasters to ensure the safety of

to cashless payments and smart cards in the information &disaster strikes. The basic plan is subject to regular reviews.

communication field to sundry packages for food and medicinal

Toppan carries out business continuity management (BCM)

products in the packaging field and various components for

activities in order to maintain a steady supply of products andcould potentially interrupt the supply of essential Toppan products

corporate social responsibility as a proponent of a sustainable

electronic devices in the electronics field. A wide-scale disaster

services to customer companies, and thereby fulfill the Group’s

and services, causing considerable impact on customer companies

society.

Promotion Framework■ Promotion System■ Promotion Mechanism

The BCP Promotion Office established in the head office Legal

Everybody must remain calm and take prompt action in the event

business continuity planning (BCP) in the Group. Persons in charge

aware of his or her role.

of a disaster. A critical step for Toppan is to make every employee

Affairs & Intellectual Property Division oversees the development of

The BCP Promotion Office has created a website specialized inof BCP have been deployed at head office divisions and businessdivisions to implement BCP activities throughout Japan. The officedisaster preparedness and is now delivering necessary information

various BCP initiatives.

charge of business continuity planning (BCP) to acquire relevant

to all Group employees. The office has also helped the persons incoordinates with persons in charge of BCP to promote the Group’s

qualifications.

Toppan also arranges various training sessions on business

continuity management (BCM) tailored to individual operational

The Toppan Group takes the following measures to addresssites across Japan. The sessions are designed to enhance thepotential disaster risks:competencies that Group employees will require for the handling of
emergency situations in their fields.

・Regularly reviews action procedures to prepare for a wide-scale

The Group also strengthens the business continuity

disaster and arranges disaster-simulation drills to check theeffectiveness of the procedures;competencies of business partners by holding workshops led byfire response training, and drills to check the safety of employees

sending questionnaire surveys to individual material suppliers andexternal experts (practice and group discussion sessions) and by・Organizes comprehensive disaster-preparedness drills, employee

subcontractors involved in production.

and their families;

Toppan assesses the Group’s BCM activities through self-checks

・Stockpiles water, food, and other emergency supplies to support

with questionnaires. The results for each business division arecommunity members and commuters who will have no means toreported to senior managers for management reviews and activity

return to their homes;

upgrades.

・Holds liaison meetings at the Company (quarterly) and at related

For operations requiring strict BCM, Toppan has acquiredcompanies (semiannual);

ISO 22301 certification and continues to improve BCM activities

・Prepares for the startup and operation of emergency task forces;

through ongoing plan-do-check-act (PDCA) cycles.

and・Establishes an alternate structure in the Kansai area to prepare

for the disaster scenario of an earthquake striking directly beneath
the Tokyo metropolitan area.

In the event of a disaster, Toppan will immediately set up

emergency task forces at the head office in Tokyo and at theoperational sites in the region affected by the disaster. The

task forces will then take actions in line with the Basic Plan forCountermeasures against Disasters.

31

TOPPAN Sustainability Report 2020

Organizational
Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

BCP/BCM

Community
involvement anddevelopment

The environment

Main Activities and Relevant Information

More than 100 BCM Drills at 52 Sites and Departments across JapanThe head office and operational sites in the Toppan Group acrossdeepened understanding of their roles. The Group will continue

drills to repeatedly rehearse the actions to be taken during actual

measures and repeatedly reviewing issues identified in the drills,

to organize BCM activities. By rehearsing regular anti-disasterJapan organize regular comprehensive disaster-preparedness

employees will be able to reinforce the skills required for thedisasters: the initial damage assessment and safety verification, thehandling of the emergency conditions likely to prevail in the event

evacuation procedures, the employees’ journeys back home fromof a wide-scale disaster.

their workplaces on foot, and the distribution of stockpiled supplies.
Toppan has also organized division-wide simulation drills for task

force operations designed within the Group to enable the prompt

startup and operation of an emergency task force in the event of adisaster. In the simulation drills, Group employees form an actual

task force equipped with information-sharing tools, an emergency
IP wireless communication system, and other tools developed inhouse.

The Toppan Group is aware of the special importance of drills

in facilitating business continuity management (BCM) activities.

Simulation drill for task force
operations (Mikkabi Plant)

When employees conduct the simulation drills, they gain a

Drills for on-site building inspections(Shiga Plant)

BCP Workshops for Business Partners
With the advent of the COVID-19 pandemic, a round of

The damage incurred during and after the 2011 Tohoku earthquake

and tsunami has alerted the Toppan Group to the importance of theworkshops scheduled for late February of 2020 had to be cancelled

Toppan invites an expert every year to lecture on effective BCP

has so far managed to minimize the impact of the pandemic on theto protect participants and limit the spread of the virus. Toppan

supply chain in business continuity planning (BCP).

supply chain, chiefly by sharing information promptly and taking

at workshops for business partners to reinforce their awareness ofnecessary countermeasures in

the importance of having solid BCP in place. Participants learn inleague with business partners.

detail about the training carried out at Toppan and the information-

Toppan will be holding

sharing tools the Group prepares for deployment in emergency

workshops for ever-growing

situations. They also exchange views in a workshop program tonumbers of business partners

identify BCP challenges that business partners are likely to face.

to support the efforts they are

The participants have spoken highly of the training overall. One

making hand-in-hand with thewas pleased to have gained “a stronger awareness of the importanceGroup to live up to the trust ofof information-sharing and good teamwork with Toppan in thecustomer companies.

event of an emergency.” Another “found the session to be very
productive” and “gleaned important hints on approaches foraddressing BCP issues through discussion with other participants
who were tackling similar challenges.”

Workshop at the head office

ISO 22301 Certification for Security-related Business Operations
After the Tohoku earthquake and tsunami struck in 2011, damage

to securities production, and back-office operations). ISO 22301

forced many companies to suspend their businesses. The Toppan

management systems.

to production equipment and problems in material procurement

is an internationally recognized standard on business continuity

Group began to formulate business continuity planning (BCP)

Business continuity risks have been increasing in recent years

immediately after the earthquake and has since implemented

with such developments as the COVID-19 pandemic and repeatedact (PDCA) cycles. To cement the trust of client companies,

continue addressing today’s emerging and growing risks whileongoing BCP activities across the Group through plan-do-check-floods caused by major typhoons and hurricanes. Toppan will

Toppan acquired ISO 22301 certification in February 2018 for theextending the scope of the Group’s ISO 22301 certification tovarious security-related businesses handled by the Group (e.g.,

include other operations based on assessments of client demands

card issuing operations, direct-mail creation, operations related

and market trends.

32

TOPPAN Sustainability Report 2020

Organizational
Governance

Human
Human Rights
rightsFair operating
practices

Labor practices

Consumer issues

Human Rights

Community
involvement anddevelopment

The environment

Human Rights
Basic Approach
The Toppan Group regards human rights as a paramount principle

behavioral norms set under the Conduct Guidelines for Toppan

The Group operates business under the foundational concept

personalities and individuality, prohibiting discrimination andin its business activities and sustainability initiatives.

personnel. The guideline stipulations include respecting people’sof respect for the individual. To ensure this foundational concept,

harassment, and prohibiting child labor and forced labor.

Toppan calls for respect for basic human rights as one of the■ Supporting the Principles of Human Rights Manifested in the United Nations Global Compact
Toppan has been participating in the United Nations Global

Guiding Principles of Business and Human Rights and implements

rights since 2006. The Group also espouses the United Nations

human rights.

Compact and therefore supporting its two principles of human

Human Rights
Principle 1: Businesses should support and respect theprotection of internationally proclaimed humanrights; andPrinciple 2: make sure that they are not complicit in humanrights abuses.
LabourPrinciple 3: Businesses should uphold the freedom of
association and the effective recognition of theright to collective bargaining;
Principle 4: the elimination of all forms of forced andcompulsory labour;
Principle 5: the effective abolition of child labour; andPrinciple 6: the elimination of discrimination in respect of
employment and occupation.

the human rights due diligence process and other initiatives forEnvironment
Principle 7: Businesses should support a precautionary
approach to environmental challenges;
Principle 8: undertake initiatives to promote greater
environmental responsibility; andPrinciple 9: encourage the development and diffusion ofenvironmentally friendly technologies.
Anti-Corruption
Principle 10: Businesses should work against corruption in allits forms, including extortion and bribery.

■ Labor-Management Initiatives for Human Rights
Toppan’s labor union and management undertake various measures

The Toppan Group has also been taking measures to avoid

for labor-related human rights based on a fundamental policy

human rights violations in the form of negative impact on the lives

stated in a collective labor agreement.

of people living near its operational sites. For example, the GroupThe Toppan Printing Labour Union and Toppan’s management

promotes environmental conservation initiatives based on The

have concluded the collective labor agreement in order to ensure

Toppan Group Declaration on the Global Environment and thestable labor-management relations, maintain and improve working

Basic Policy on Biodiversity.

conditions, and secure the corporate concord. This agreement

Fundamental Policy under the Collective Labor
Agreement

sets forth a fundamental policy between labor and management,
the rules governing union activities and labor-management

negotiations, and employment conditions such as wages andAs a fundamental policy between labor and management, Article 1of the collective labor agreement, the General Principles, stipulates
that the Company and union shall contribute to society throughbusiness operations and collectively work for the benefit of theCompany and long-term stability of the livelihood of employees.
Labor and management both uphold this policy as a common goal.
Article 2 of the agreement clearly states that the union has all therights established by law, specifying that the Company shall respect
the union’s rights to organize and collectively bargain and act.

working hours.

The Toppan Printing Labour Union is run by members

from Toppan and seven Group companies. The union and the

management have concluded an agreement to impose a uniform
set of liability-related clauses (rules governing union activities
and labor-management negotiations) on all eight companies
represented.

United Nations Global Compact
https://www.unglobalcompact.org/

More details on Toppan’s environmental conservation initiatives
https://www.toppan.com/en/sustainability/environment/
Conduct Guidelines
https://www.toppan.com/en/about-us/philosophy/conduct-guidelines.html

The Toppan Group Declaration on the Global Environment
https://www.toppan.com/assets/pdf/sustainability/
The_Toppan_Group_Declaration_on_the_Global_Environment.pdf

Ten Principles of the United Nations Global Compact
https://www.unglobalcompact.org/what-is-gc/mission/principles

Basic Policy on Biodiversity
https://www.toppan.com/assets/en/sustainability/pdf/biodiversity.pdf

33

TOPPAN Sustainability Report 2020

Organizational
Governance

Human
Human Rights
rightsLabor practices

Fair operating
practices

Consumer issues

Human Rights

Community
involvement anddevelopment

The environment

Promotion Framework
The Personnel & Labor Relations Division, Legal Affairs &Division, and other head office divisions collaborate to implement■ Training on the Conduct Guidelines■ Promoting Sustainable Procurement

Respect for basic human rights is positioned as Basic Principle 1

The Toppan Group asks business partners to comply with thefor Toppan personnel. Conduct Guidelines Promotion Leaders

Environment, and Anti-Corruption under the Toppan Group CSRIntellectual Property Division, Manufacturing Management

various measures for human rights.

Procurement Standards Concerning Human Rights, Labor, theof Chapter 1 of the Conduct Guidelines, the standards of behavior

Procurement Guidelines. Business partners continue to work with thecontinue to disseminate this principle at their workplaces. The

Group to undertake initiatives to promote respect for human rights.

Toppan Group educates employees on human rights throughfirst-year training, e-learning-based programs, and other training

Toppan Group CSR Procurement Guidelines (second edition)
https://www.toppan.com/assets/en/pdf/about-us/sustainability/2014/proc2014_en01.pdf

sessions.

More details on Toppan’s CSR procurement
https://www.toppan.com/en/sustainability/procurement.html■ Operating Hotlines■ Promoting Diversity and Inclusion Initiatives

Toppan operates a Toppan Group Helpline through which Group

Toppan is committed to Group-wide innovation that will evolve its

Toppan also runs a helpdesk in the head office Personnel &inclusion (D&I) initiatives as an important management strategy to

officers and employees can report human rights issues or violations.

capacity to create social value. The Group positions diversity andLabor Relations Division to deal with power harassment, sexual

drive change.

harassment, and any other forms of harassment.

Toppan values its employees as precious “human assets”

The Toppan Group has also set up a Supplier Hotline, a portal

and understands how deeply it depends on them. Under thefor receiving reports from business partners on human rights issues

foundational concept of respect for the individual, the Group hasor violations committed by the Group’s procurement departments.

been undertaking various measures to promote positive working
conditions.

Toppan Group Helpline
https://www.toppan.com/en/sustainability/fair-practices.html#link

Toppan strives to develop D&I initiatives that harness differencesamong its diverse human assets as drivers of innovation. The Group

Supplier Hotline
https://www.toppan.com/en/about-us/our-corporate-approach/supplier-hotline.html

will continue to promote diversity by encouraging employees toacknowledge and respect each other’s personal qualities and values
so as to better utilize and enhance their diverse abilities.

In order to cultivate a D&I mindset within the workforce, Toppan

facilitates ongoing dialogue and nurtures heightened awareness andsensibilities that ensure mutual respect. The Group is consistently
creating psychologically safe workplaces where every person canspeak and act without inhibition or restraint.

Diversity & Inclusion
https://www.toppan.com/assets/en/pdf/sustainability/2020/
csr2020_detail-en.pdf#page=44

34

TOPPAN Sustainability Report 2020

Organizational
Governance

Human
Human Rights
rightsLabor practices

Fair operating
practices

Consumer issues

Human Rights

Community
involvement anddevelopment

The environment■ Self-determination on the Career Path /In-house Staff Recruitment■ Providing an Open Environment for Recruitment

improvement through an in-house staff recruitment system andand offers employment opportunities to persons of varying levels

Toppan provides every employee with equal opportunity for skill

Toppan hires persons regardless of gender, nationality, and age

the Challenging Job System, a self-directed program to encourageof physical and mental ability. By publicizing its working styles

employees to set out their career development plans. The Company

in company orientation sessions and on the corporate website

expects these systems to nourish a problem-solving, can-do mindset

and other media, Toppan reaches out to diverse people such as

throughout the widening arenas in which the Toppan workforce

new graduates from universities and high schools, experienced

operates.

personnel in the middle of their careers, and persons withdisabilities.

Information on Personnel
https://www.toppan.com/assets/en/pdf/sustainability/2020/
csr2020_detail-en.pdf#page=43■ Employment of Persons with Disabilities
Toppan promotes the hiring of persons with disabilities incollaboration with a special subsidiary, Tokyo Metropolitan

Government (T.M.G.) Prepress Toppan Co., Ltd. Toppan and T.M.G.
Prepress Toppan support the ongoing hiring and employment of

persons with disabilities by devising work procedures and routinesthat empower them to perform wide-ranging jobs.

Toppan strives to surpass the legally prescribed quota for theemployment of persons with disabilities in Japan.

Employment of Persons with Disabilities
https://www.toppan.com/assets/en/pdf/sustainability/2020/
csr2020_detail-en.pdf#page=49

35

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor Practices
practices

Fair operating
practices

Consumer issues

Employee Work and
Health & Safety

Community
involvement anddevelopment

The environment

Employee Work and Health & Safety
Basic Approach
Toppan values its employees as precious “human assets” andpursues dual aims. The first is to promote enhanced health forconvinced that human assets perform to their full potential when

activities to support work-life balance. The second is to contribute

employees and their families through various approaches, such as

understands how deeply it depends on them. The Company is

to society through health-related businesses that support healththey are vigorous, earnest, and driven.

promotion activities undertaken in communities.

To support motivated, vigorous, and earnest work, Toppan

The Basic Policy on Health, Safety & Fire Safety, meanwhile,

promotes positive working conditions and healthcare and safetymeasures in cooperation with the labor union and Toppan Group

enunciates a “safety first” principle as a top priority for the entire

For employee health and safety in particular, the Group has

towards the complete elimination of occupational accidents. The

Toppan workforce, including both regular and contract employees,

Health Insurance Union (“the health insurance union”).

Group is maintaining its efforts to eliminate occupational accidents inundertaken various measures based on the Health Managementfiscal 2020.

Declaration (established in 2015; revised in 2019) and the Basic
Policy on Health, Safety & Fire Safety (updated in April 2020,*The term “health and productivity management®” is a registeredtrademark of the Workshop for the Management of Health on Company
and Employee.

from the Basic Policy on Health and Safety formulated in 2010).
The Health Management Declaration clarifies future health

Health Management Declaration (in Japanese)
https://www.toppan.co.jp/about-us/our-corporate-approach/health-manage-declaration.html

management policies for maintaining and enhancing the healthof Group employees. From a viewpoint of “health and productivity
management*,” this declaration visualizes and reorganizes health

Basic Policy on Health, Safety & Fire Safety (in Japanese)
https://www.toppan.co.jp/about-us/our-corporate-approach/safety-policy.html

promotion measures and action plans previously organized by theGroup and the health insurance union separately. The declaration

Promotion Framework
The Personnel & Labor Relations Division in the head office

spearheads the development of employee health and safety

across the Company to implement various measures on labor

union, and general affairs departments in business divisions acrosscoordinates with general affairs departments in business divisions

initiatives in cooperation with the labor union, the health insurance

matters in consultation with the labor union. The division also

the Company.

■ Labor-Management Partnership■ Structure for Health Management Promotion

Toppan’s labor union and management respect each other’s

positions as partners with shared ideals. They have been working
together on various issues on an equal footing. Business councils

General aﬀairs departments
at operational sites

Head of health management(President & Representative Director)

are convened as Company-wide and operational-site-based

forums to discuss wide ranging managerial issues. Several special

Toppan Printing
Labour Union

committees are also convened to deliberate pertinent issues of the

Health management promotion supervisor(Director in charge of personnel andgeneral aﬀairs departments)

day. Standing committees meet to discuss issues such as working
hour reductions, wages, and health and safety. Individual labor-

management committees meet when necessary to discuss specially

Safety and Health Committee

Collaborating in
implementing measuresdesignated subjects such as the creation of a working environment
amenable to enhanced job satisfaction.

Toppan has adopted a union shop system. In principle, all non-managerial employees belong to the labor union as members.

■ Committing to Health Management“health and productivity management*” by establishing a HealthIndustrial counselors

Health insurance union; Personnel andgeneral aﬀairs divisions at the head oﬃce

Toppan Group Fraternal
Beneﬁt Society

Departments involved inhealthcare businesses

Management Promotion Council overseen by the President &Clinics and medical
specialists

Health Management Promotion Council

Collaborating

The Toppan Group has formulated a structure for promoting

Industrial physicians

Collaborating

Collaborating

Public relations
division

Corporate planning
division

Representative Director as the head of health management.

Representatives from the Group and the health insurance union

meet to engage in constructive discussions on healthcare initiatives.

*The term “health and productivity management®” is a registeredtrademark of the Workshop for the Management of Health on Company
and Employee.

Various measures have been implemented, verified, and improvedby the council. A healthcare-guidance brochure for Group

employees illustrates the diverse outputs from the council.

36

TOPPAN Sustainability Report 2020

Organizational
GovernanceLabor Practices
practices

Human rights

Fair operating
practices

Consumer issues

Employee Work and
Health & Safety

Community
involvement anddevelopment

The environment■ Supporting Work-Life Balance■ Announcing a Common Employer’s Action PlanAt the ongoing business councils and labor-management

Toppan Printing Co., Ltd. has published a common employer’s

representatives and management exchange opinions and deliberate

Support Raising Next-Generation Children of Japan.

action plan based on the Act on Advancement of Measures tocommittees to support work-life balance, Toppan’s laborThis act specifies respective responsibilities of central and local

measures to further shorten overtime working-hours and comply

with the revised Labor Standards Act of Japan. They have also been

governments, employers, and citizens of Japan in their efforts toadopted working systems, and examining the introduction of new

are to lead coming generations. The act stipulates that, as of its

create healthy environments for the upbringing of children who

analyzing actual overtime practices, reviewing the use of recently

enactment on April 1, 2005, these four parties are expected tosystems. Their deliberations in fiscal 2018 led to the introduction

intensively and systematically engage in childrearing initiatives.

of Smart Work, a flexible system to enhance labor productivity and

The common employer’s action plan, meanwhile, aims to develop

shorten working hours by giving employees comprehensive control
over the scheduling of their work shifts month by month.

a working environment that supports balanced work and family

approaches to creating more accommodating workplacedesign a plan primarily to arrange varied working conditions forlife for employees with young children. Employers are expected toLabor and management at each operational site also discuss

diverse employees, including those not raising children.

environments that encourage employees to take leave. The

measures they have devised and implemented are tailored to theMore details on the Common Employer’s Action Plan (fifth term; inJapanese) based on the Japanese Act on Advancement of Measures to
Support Raising Next-Generation Children
https://www.toppan.co.jp/assets/pdf/sustainability/
toppan20200630_actionplans5.pdf

actual working conditions at their sites.

The target paid leave set by the Company is at least 10 days per

year per employee.

■ Occupational Health and Safety
Prefecture, and Fukuoka Plant in Fukuoka Prefecture. New dojo

Safety masters, safety personnel, employees in charge ofengineering and safety, and other safety experts have been deployedfacilities will be opened at the Gunma Central Plant in Gunma

to Group sites across Japan to strengthen safety promotion systems.

Prefecture and Shiga Plant in Shiga Prefecture in fiscal 2020.

In accordance with the Basic Policy on Health, Safety & Fire

Companies and organizations outside of the Toppan Group arealso welcome to train at the dojos at the Kawaguchi, Takino, andSafety, Toppan organizes safety education of various types for theworkforce of the entire Group, including both regular and contract

Fukuoka Plants.

employees. This includes thorough training for forepersons andA new virtual reality (VR) simulator to train employees andrisk assessments to upgrade the intrinsic safety of machines andguests in workplace dangers has recently been installed in theequipment.

dojos . The dojos are also equipped with mechanical simulators

alert employees to workplace dangers were set up at two overseas

exposure to hazardous chemicals.

Anzen Dojo safety training facilities outfitted to simulate andto familiarize trainees with the dangers of dust explosions andGroup sites in fiscal 2017, one in China and another in Thailand.

More details on Anzen Dojo initiatives (in Japanese)
https://www.toppan.co.jp/about-us/our-corporate-approach/safety-policy/
anzendojo.html

Dojo facilities in Japan have been operated for several years at the
Kawaguchi Plant in Saitama Prefecture, Takino Plant in Hyogo

37

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Fair operating
practices

Labor Practices
practices

Consumer issues

Employee Work and
Health & Safety

Community
involvement anddevelopment

The environment■ Measures for Mental Healthcare
Toppan recognizes that the most effective strategy to administer

Toppan undertakes the following measures to prevent mental

fundamental prevention measures for mental health problems is tohealth problems at the workplace.

enable employees to improve their physical and mental conditions
by having the means and wherewithal to better understand・A stress check system to help individuals better identify thethemselves, communicate skillfully, and adopt positive lifestyle

stresses affecting themhabits. The Company has been organizing mental healthcare

・E-learning-based programs focused on self-care techniques toprograms such as workshops arranged in cooperation withcope with stress (a total of 19,736 employees took part in fiscal

workplaces.

2019)・An Art Salon workshop to refresh minds and bodies through theact of artistic creation

・Rank-based training and handbooks to train managers andsupervisors on the use of techniques for the care of people in theirteams

・Counseling services where employees can receive advice from inhouse counselors in a comfortable, pressure-free setting・Advisory agreements concluded with mental healthcare specialists
・An additional employment regulation defining rehabilitation
programs that support employees returning from mental
healthcare leave by helping them to return to work moreseamlessly■ Overview of Mental Healthcare Activities
Self-care

Fundamental
prevention

Creation of job satisfaction● Assertion● Career development● Good physical andmental condition

Self-development
Primary prevention ●Prevention

Stress checksystemCare Using Resources
within the Workplace

Care Using Resources
outside the Workplace● Dialogue skills● Target management● Operational reform● Participation in● Participation in● Attendance● Participation in● Participation

Early detection and early
response

Tertiary prevention● Ongoing treatment

in-house seminars

external seminars

and improvement

management● Improvement of
workplaces

Test administration and
Improvement ofunderstanding of current conditions
workplaces

counseling andSecondary prevention ● Early
consultation

Steps to limit severity andprevent recurrenceLine Care(by managers andsupervisors)● Recommendationfor early consultation

rank-based training
programs● Activities by the Safety
and Health Committee

in external seminars

Interviews
and guidance● Consultation withindustrial physicians
and public healthnurses● Return-to-work program ● Periodic interviews byindustrial physicians● Personnel reassignment● Hospitals and EAPs*● Treatment by aspecialist physician*Employee assistance programs (EAPs): The EAPs shown above are counseling and training programs run by an external
specialist body under contract with the Company and the Toppan Group Health Insurance Union.

38

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor Practices
practices

Fair operating
practices

Consumer issues

Employee Work and
Health & Safety

Community
involvement anddevelopment

The environment

Main Activities and Relevant Information

Recognized as a Health & Productivity Management Organization for Four Years Runningtheir families from a management perspective on a one-company-

Toppan Printing Co., Ltd. was certified as an enterprise of excellence

per-industry basis in Japan.

in the 2020 Health and Productivity Management* “White 500”

Toppan will continue to work in collaboration with the Group’s(large enterprise category) under a program jointly conducted by
the Japanese Ministry of Economy, Trade and Industry (METI)

on-site clinics, industrial physicians, labor union, and otherof the four years since the program was launched in 2017, Toppan

amenable to enhanced job satisfaction and promote health-healthcare-related entities to develop working environments

and members of Japanese health insurance organizations. In eachconscious activities for employees and their families. Toppan’s

has been recognized as an organization that has achieved excellent

healthcare solutions will also contribute to the maintenance andresults in advancing health and productivity management.

enhancement of public health.

Toppan Printing was also listed in the 2018 Health & Productivity

Stock Selection under another program operated by METI and theTokyo Stock Exchange (TSE) to select TSE-listed enterprises thatare strategically engaged in healthcare initiatives for employees and2020 “White 500” (left, inJapanese); 2018 Health &Productivity Stock Selection (right,
in Japanese)*The term “health and productivity management” is a registered trademark of
the Workshop for the Management of Health on Company and Employee.

Toppan Sports Festival 2017
The Toppan Sports Festival 2017 was held in the Saitama Super

Group organizes site-based labor-management events designed toplanned, organized, and run by mostly younger employees of thewide sporting event every two years to facilitate communication,

Arena on October 1, 2017. This labor-management event wasstrengthen bonds between colleagues. Toppan also holds a Group-Group. Some 4,300 employees and family members came to takebuild a sense of unity, and heighten an understanding of the Grouppart in various games and events.

among employee families.

To enhance job satisfaction at the workplace, the Toppan

39

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Fair operating
practices

Labor Practices
practices

Consumer issues

Employee Work and
Health & Safety

Community
involvement anddevelopment

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

Annual Paid Leave Used

Average paid leave used (days)
Average ratio*

Fiscal 2015

Fiscal 2016

Fiscal 2017

Fiscal 2018

Fiscal 2019

8.6

9.6

10.3

10.3

11.1

45.1%

50.8%

55.1%

54.9%

60.6%

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

Main Leave Systems and Family Benefits■ Main Leave Systems and Family Benefits / Measures to Support Work-Life Balance and Foster the
Next Generation
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 calamities.

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 10% of their regularsalaries from the Company (until their child reaches the age of two years) and subsidies of 30,000 yen a month from the Toppan
Group Fraternal Benefit Society. They can also work for shorter hours (maximum reduction of two hours per day) or select a
flextime or irregular working schedule from the date of their return to the job until their child completes the fourth year ofelementary school. The Company subsidizes certain childcare costs and provides childcare-related information through a
consultation office.

Rehiring of Employees who Leave theCompany to Raise Children

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

Nursing Care Leave

Employees are entitled to take leave for nursing care. For every family member requiring care, an employee is entitled to one yearof consecutive or aggregated leave and up to three years of other work-hour adjustments such as staggered working hours or
two-hour working day reductions. The Toppan Group Fraternal Benefit Society pays a 30,000-yen subsidy per month as assistanceduring the leave. Toppan offers nursing care-related information and contracts consultants outside the Company to provide advice.

Leave for Child Healthcare

Employees can take up to 10 days of leave a year, regardless of the number of children they are raising. (Entitlement for half-day
allotments, as necessary; Five of the 10 days can be taken as paid leave, either as full days or in 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
and by two hours for childcare (until his or her 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.

Advice on Finding Kindergartens andDaycareSpecialists provide knowledge and skill to help parent employees find kindergartens and daycare for their children, along withpractical advice 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 gives out a complimentarychildrearing magazine and runs a consultation office for employees with questions about the health of the body and mind.

Employees Taking Maternity or Childcare Leave
Fiscal 2015

Fiscal 2016

Fiscal 2017

Fiscal 2018

Employees taking maternity leave

85

105

111

79

Employees taking childcare leave*

295 (160)

300 (173)334 (160)

363 (197)

Fiscal 201993342 (155)*The number of male employees who took childcare leave is shown in parentheses.

Seminars for Good Balance between Work and Care at Home
Toppan sites in Tokyo have been holding seminars to help

Chubu and Kyushu areas in fiscal 2019. As more seminars are

since fiscal 2016. Outside experts from a nursing-care consultation

continue striving to ensure working environments where employees

employees maintain a good balance between work and care at homeorganized over a wider geographic area in the future, Toppan will

service contracted by Toppan are invited to lead seminar courses.

can fully concentrate on work without having to worry about care

After the guest lecturers present general knowledge on nursing

responsibilities for family members at home.

care and tips for achieving good work-care balance, personnel

from Toppan inform participants of the Company’s intranet sites
and support systems for employees whose families may havenursing care needs (e.g., nursing care leave and the reduced

working hour system for nursing care). The seminars were heldat operational sites in the Kansai area in fiscal 2018 and in the

40

TOPPAN Sustainability Report 2020

Organizational
GovernanceFair operating
practices

Labor Practices
practices

Human rights

Consumer issues

Employee Work and
Health & Safety

Community
involvement anddevelopment

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

Company-wide Mental Stress Checks
Toppan began providing Company-wide mental health checkups

safeguards to protect employees from mental illnesses.

Japanese legislation. Toppan has implemented a web-based

managerial staff are informed of detailed organization-specificemployees receiving the checkups and the personnel administering

towards improved working environments, mainly in the workplaces

For cross-organizational analyses of check results, meanwhile,

well before stress checks in organizations were required bytrends in mental wellbeing. Managerial staff push further efforts

checking system across the Company since fiscal 2017. The

found to be subject to higher mental-health risks.

them can look up the results as soon as the checkups are

Mental stress checks provide valuable

completed. Toppan is therefore able to provide the needed care todata on the health status of Toppan

any employee found to be experiencing unduly high stress.

at both the organizational level andIn fiscal 2018 Toppan began using the New Brief Job Stressamong its individual employees. Toppan

Questionnaire (80 questions) issued by the Ministry of Health,Labour and Welfare of Japan. This survey sheet, together withthe accumulated assessment results of Toppan’s own surveys on

mental health and condition, will enable the Group to plan specific2017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）」
continues to use these data to steadily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
work towards the creation of workplaces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、
free of mental illnesses.
安全教育を実施しています。
（中国・リーホォン東芫工場の安全道場）

Expanding Anzen Dojo Overseas
Two new Anzen Dojo safety-training facilities were recently opened

Thailand in fiscal 2020.

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A total of approximately 3,500 Group employees and visitors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
aroundthe world took safety training at dojo facilities in fiscal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。
2019.
Ona cumulative basis, training has been provided to more
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、安全教育を実施しています。
than35,000 people at the facilities since they opened.

at Toppan Group sites outside of Japan: one at Siam Toppan

Packaging Co., Ltd. in Thailand in October 2017; another at Toppan
Leefung Packaging & Printing (Dongguan) Co., Ltd. in China in
January 2018.

These overseas facilities leverage the Group’s expertise on safety（中国・リーホォン東芫工場の安全道場）（タイ・サイアムトッパンの安全道場）

education cultivated at similar dojos in Japan. Both facilities areequipped with safety-related displays and hazard simulators

optimally selected for the working conditions at their sites. Toppan
fosters on-site safety masters in overseas Group companies andregularly holds safety sessions for frontline operators according to
the same operational scheme applied in Japan. Anzen dojo tours

with hazard simulators were conducted to ensure awareness ofpotential hazards at four Group sites in the U.S. in May 2019 and at
operational sites of Giantplus Technology Co., Ltd. six months later,（タイ・サイアムトッパンの安全道場）
TOPPAN
NEWSROOM : Toppan Printing Opens Anzen Dojo Safety
Training Facilities Overseas
https://www.toppan.com/en/news/2018/03/newsrelease180308.html

in November.

Dojo tours will be organized at Group sites in Indonesia andOccupational Health and Safety
In fiscal 2019 the Toppan Group continued undertaking safety

the death of an employee or contract worker in the Toppan Group

activities towards the complete elimination of occupationalin the last three years.

accidents. There have been no occupational accidents leading to2015
Deaths from occupational accidents

2016

2017

2018

2019

0

0

0

0

0

Frequency rate*1

0.05

0.000

0.000

0.048

0.144

Severity rate*2

0.001

0.000

0.000

0.001

0.003

*1 Number of occupational accidents requiring employee
leave, per million cumulative actual working hours(reflects the frequency of occupational accidents)*2 Number of workdays lost as a consequence ofoccupational accidents, per thousand cumulative actual
working hours (reflects the severity of occupational
accidents)

Safety Meetings
The Personnel & Labor Relations Division (Health, Safety & Fire

Safety meetings were held at 26 operational sites in fiscal 2018

Safety Promotion Department) coordinates with the Manufacturing

and 35 sites in fiscal 2019. In fiscal 2020, Toppan plans to hold

across Japan. The members gather to assess and deliberate theToppan will enhance the effectiveness of safety promotion activities

Management Division to convene safety meetings at Group sites

safety meetings at 20 sites based on a consolidated meeting plan.

ongoing safety measures applied to machines and equipment andusing the corporate website and other means.

the activities undertaken to mitigate health and safety risks.

41

TOPPAN Sustainability Report 2020

Organizational
GovernanceFair operating
practices

Labor Practices
practices

Human rights

Consumer issues

Employee Work and
Health & Safety

Community
involvement anddevelopment

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

Main Activities and Relevant Information

Information on Personnel■ Number of Personnel (as of March 31)
Directors
Fiscal 2015
Fiscal 2016
Fiscal 2017
Fiscal 2018
Fiscal 2019*

Management
Total
SupervisorsClass
Employees

AverageTenureAverage
Age

Male

26

1,989

1,843

7,576

15.4

42.9

Female

0

59

192

1,417

9.8

34.2

Male

18

2,158

1,932

7,930

15.1

43.4

Female

1

71

224

1,621

9.3

34.3

Male

19

2,201

1,914

7,964

15.2

43.6

Female

1

79

266

1,735

9.3

34.6

Male

18

2,282

1,891

7,974

15.4

44.0

Female

1

89

319

2,019

9.0

35.5

Male

15

2,366

1,908

8,123

15.1

44.5

Female

1

101

378

2,207

8.9

35.8

Sum Total
Employees

Part-timeWorkers

Dispatched
Staff

8,993

562

203

9,551

502

237

9,699

451

246

9,993

233

249

10,330183

375*In the tally for fiscal 2018 and after: the total number of employees includes the number of part-time workers who have shifted to indefinite-term employment.
*The average tenure for fiscal 2019: 19.9 years for male employees and 10.9 years for female employees, based on tallying periods of less than one year in monthunits, with the pre-retirement tenures of re-employed employees added.

■ Fiscal 2019 Rank-based Percentages of Female Personnel (%)
Percentage of female personnel
Total employees

21.4%

Directors

6.3%

Managers

4.1%■ Reasons for Leaving *1
Fiscal 2015

Fiscal 2016

Fiscal 2017

Fiscal 2018

Fiscal 2019

Personal
reasons

184 (39)206 (54)217 (62)305 (92)347 (91)*2

Retirement

94 ( 0)85 ( 1)120 ( 1)132 ( 8)185 ( 5)

Requested by
the company

0 ( 0)

0 ( 0)

0 ( 0)

0 ( 0)

0 ( 0)

Other

92 ( 3)83 ( 3)108 (20)93 ( 3)96 ( 6)Total

370 (42)374 (58)445 (83)

530 (103)628 (102)

4.0％

3.8％

4.5％

5.2％

5.9％

Turnover rate

*1 The number of female employees who left the Company is shown in parentheses.
*2 Three female and 42 male employees took advantage of Toppan’s support system for employees who leave theCompany to pursue new careers.

■ Retention Rates for Recruits (Percentage of fiscal 2017 hires still working at Toppan)
Male
Hired on April 1, 2017

Female222

133

Still with Toppan as of April 1, 2020

190

119

Retention rates

86%

90%

Average for male and female employees

87%

Percentage who leave the Company
before working three years

13.0%■ Average Annual Salary
Averageannual salaryFiscal 2015

Fiscal 2016

Fiscal 2017

Fiscal 2018

Fiscal 2019

6,697,391 yen

6,956,597 yen

6,910,163 yen

6,644,621 yen

6,811,464 yen

42

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor Practices
practices

Fair operating
practices

Consumer issues

Diversity & Inclusion

Community
involvement anddevelopment

The environment

Diversity & Inclusion
Basic Approach
The Toppan Group positions diversity and inclusion (D&I)

Toppanʼs Vision for Diversity and Inclusion

Value creation + Sustainable growth

initiatives as an important management strategy to further advanceits progress as a corporation that creates social value.

New
demandToppan values its employees as precious “human assets”

and understands how deeply it depends on them. Under theNew
servicesNew
solutions

New social
challenges

foundational concept of respect for the individual, the Group has
been undertaking various measures to promote positive working

conditions. Toppan will continue to adhere to D&I principles that

Stimulated individuals and organizationsof innovation. The Group will promote diversity by encouraging

Transformed
mindsets and organizations

harness differences among its diverse human assets as drivers
employees to acknowledge and respect each other’s personalqualities and values so as to better utilize and enhance their diverse
abilities.

Accelerated
diversity and inclusion

In order to cultivate a D&I mindset within the workforce,

Toppan will facilitate ongoing dialogue and nurture heightenedawareness and sensibilities that ensure mutual respect. The Groupis consistently creating psychologically safe workplaces where every

The diversity Toppan pursues:

The inclusion Toppan pursues:

Acknowledging diﬀerences andrespecting the personal qualities and values ofdiverse individuals

Harnessing diﬀerences among diverse
individuals as drivers of innovation byencouraging human assets to better utilize
and enhance their diverse abilities

person can speak and act without inhibition or restraint.

Surface layer（visible）

Age

Inner layer

Race（invisible）

GenderWay ofthinking

Sense ofvaluesWith or without
Personality
disability

Religion Preferences
Abilities
and skills

etc.
Lifestyle
Work record andexperience

Promotion Framework■ Diversity & Inclusion Promotion Office
Personnel & Labor Relations Division

Toppan values its employees as precious “human assets”

and understands how deeply it depends on them. Under thefoundational concept of respect for the individual, the Company has
been undertaking various measures to promote positive working

conditions. Toppan established a Diversity & Inclusion Promotion
Office in April 2019 based on a management strategy to evolveand accelerate site-based diversity initiatives into Company-wide
endeavors.

The Diversity & Inclusion Promotion Office is responsible forformulating the overall diversity plan and developing specificmeasures. The promotion office appoints personnel to take the

Operational
site

Diversity & Inclusion
Promotion Oﬃce

Personnel incharge ofdiversity-related
initiatives

Employees(established in April 2019)

initiative in implementing actual diversity programs attuned to theoperational sites they serve. These personnel provide consultations
for site members and share and address issues that have been

identified with the promotion office in order to ensure heightened
diversity awareness throughout the Company.

43

TOPPAN Sustainability Report 2020

Organizational
GovernanceLabor Practices
practices

Human rights

Fair operating
practices

Consumer issues

Diversity & Inclusion

Community
involvement anddevelopment

The environment■ Supporting Employees with Children
Toppan has striven to create a working environment in whichlaw), in fiscal 2016. Employees also became eligible to take days off

employees can achieve better work-life balance. The Company

for child healthcare in one-hour allotments in fiscal 2019.

creates such a working environment by providing systems for

Toppan has also been running the “Hagukumi (nurturing)childcare and nursing care leave, reduced working hours, higher

Program” since fiscal 2012. This program supports the wellbeing

employees.

on childcare leave, activities to share the know-how necessary forfamily allowances for dependents, and various other benefits forof employee parents by providing therapeutic activities for parents

To support employees with children, the period during which

maintaining good balance between working and raising children,

employees with childcare responsibilities remain eligible forand activities to give employees in various positions opportunities

reduced working hours and other preferential working schedules

to learn about and consider the importance of work-family balance.

was extended to the end of a child’s fourth year of elementary school

The Hagukumi Program received the Minister of State for Gender(surpassing the age-three requirement imposed under Japanese

Equality Award at the Kids Design Award 2016 in Japan.

■ Main Systems for Supporting Employees with Children● Rehiring system for employees who leave the Company to deliver and bring up children● Time-off due to morning sickness (nausea and vomiting of pregnancy)
Before childbirth● Leave for hospital visit● Leave for medical checkup● Staggered working hours● Childcare leave● Monetary gift on childbirth

After childbirth● Childcare leave allowance● Childcare leave grant● Preferential childcare measures (e.g., reduced and staggered working hours; flextime or irregular
working schedule in one-month allotments)

During childrearing● Day-off for child healthcare● Day-off for childcare● Dependent family allowance● Subsidy for babysitter and home-caregiver expenses

Other● Stock leave (employees are eligible to use their stock leave [accumulated unused annual-paid-leave]
for child healthcare and fertility treatment)■ Hagukumi（nurturing）Program

Hagukumi （nurturing） Program

A scheme to support
the wellbeing of employee parents

Hagukumi Program● 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 and consider
the importance of work-family balance

Hagukumi Art Salon

Hagukumi Seminar(from ﬁscal 2013)(from ﬁscal 2014)● To strengthen bonds between parents andchildren

To learn and enhance understanding about

To build a network of parent employees who

good balance between work and parenting

wish to discuss their concerns about work andthroughout the workplaceparenting and share ideas and tips on(from ﬁscal 2012)● To stimulate interaction among employees
currently on childcare leave

Hagukumi Circle

work-family balance● To alleviate anxieties about returning to
work

44

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor Practices
practices

Fair operating
practices

Consumer issues

Diversity & Inclusion

Community
involvement anddevelopment

The environment■ Supporting Employees with Nursing Care Responsibilities
Toppan’s labor union and management employ systems to help

care-giving employees to commute to and from work by Shinkansen

home. These systems create an environment where employees

leave for nursing care in one-hour allotments, just as they can with

employees maintain good balance between work and care atbullet train in certain cases. Employees have also been able to takecan concentrate on work without worrying about care for family

the child healthcare day-off, since fiscal 2019.

members at home. After reviewing the results of employee

Toppan will continue to enrich employee support measures byquestionnaires on nursing care, Toppan relaxed the eligibility

providing information on good work-care balance through theto enable employees to more flexibly adjust their working hours

various other activities to alleviate concerns and raise awareness onrequirements for nursing-care-related systems, designed ways

intranet, holding NPO seminars on nursing care, and conducting

for care, enhanced financial support during nursing care leave,

the issues faced by employees who shoulder responsibilities as careand provided more information on work-care balance. Along with

providers for their families.

system enhancements in these four areas, the Company allows

Four Approaches
in Employee
Support Systems
forforGood
Work-Care
Balance Balance■ Four Approaches
in Employee
Support
Systems
Good
Work-Care

Eligibility requirements fornursing-care-related
systems

When an employee family member is in need of care or support that meets one of thefollowing 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● Reduced working hours for nursing care (reduced working hours, ﬂexible work

schedules, reduced number of prescribed 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.

Ways to more ﬂexibly adjust
working hours for care

● 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● Allowance for nursing care leave (40% of the employeeʼs average wage)● Entitlement for paid leave for nursing care
● Launch of an intranet site to provide information on work-care balance

Provision of information
on work-care balanceThis site provides employees with general knowledge about work-care balance andinformation on support systems available at the Company, 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 theirbehalf by dedicated staﬀ at care facilities and hospitals.

■ Employing Persons with Disabilities■ Initiatives for LGBT Inclusion

Toppan creates job positions and workplace environments that

Toppan has implemented various initiatives to enhance awarenessvarious physical and mental abilities.

achieving an inclusive working environment comfortable forof lesbian, gay, bisexual, and transgender (LGBT) persons forenable employees to work together in ways best suited to theireveryone. Toppan has held LGBT seminars since 2018 to further

Employees with disabilities handle wide-ranging jobs at thepromote a sound understanding of LGBT-related matters andspecial subsidiary Tokyo Metropolitan Government (T.M.G.)

diversity and inclusion. Spouse-related systems for Toppan

Prepress Toppan Co., Ltd. and other Group sites across Japan.

employees were also partially revised on July 1, 2020. Certain

Employee athletes also participate in international para-sports

systems are now applicable to same-sex partners and common-law

competitions.

marriage to support diverse employee lifestyles.

Special Report 1: Diversity and Inclusion at Toppan
https://www.toppan.com/assets/en/pdf/sustainability/2020/
csr2020_detail-en.pdf#page=12
More details on the employee athlete program (in Japanese)
https://www.toppan.co.jp/player/

45

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Fair operating
practices

Labor Practices
practices

Consumer issues

Diversity & Inclusion

Community
involvement anddevelopment

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

Main Activities and Relevant Information

Promoting Positive Action*Toppan has set the following as a positive-action target: double thenumber of female managerial and supervisory staff by fiscal 2020,
compared to the number as of March 31, 2015.

Toppan promotes positive action to bring out the full potential ofindividual employees and assign them to more diverse positions

regardless of gender. Women play important roles in wider arenas■ Number of Female Managerial and Supervisory
Staff (as of April)

and the Company strives to ensure equal treatment in promotion
to managerial positions. As of April 2020, Toppan has appointed
111 female employees to managerial positions and 442 female■ Female supervisory staff ■ Female managerial staff

employees to supervisory positions. With these appointments,

600

supervisory staff.

400

Toppan has attained a 10.9% ratio of women among managerial and

500
300

More details on the Common Employer’s Action Plan (first term;in Japanese) based on the Japanese Act on Promotion of Women's
Participation and Advancement in the Workplace
https://www.toppan.co.jp/assets/pdf/sustainability/women_act_plan.pdf

200

267

226

100

73

0

418

348

299

2016

491

81
2017

327
91
2018

387
104
2019

553

442

111
2020

(year)■ Number of Recruits
Sales,
Regular recruitment of new graduates administration, etc.
from universities and graduate
schools
Technical
Regular recruitment of new graduates from high schools
and colleges of technology

Fiscal 2017

Fiscal 2018

Fiscal 2019

Fiscal 2020
109

Male

98

105

102

115

Female

73

65

86

100

98

Male

102

115

86

108

109

Female

35

36

45

55

54

Male

3

1

6

4

5

Female

33

33

30

29

29

344
（41.0％）

Total number of regular recruits (percentage of women)
Mid-career recruitment of experienced personnel

Fiscal 2016

355
（37.7％）

355（45.4％）

411（44.8％）

404（44.8％）

Male

56

55

46

51

−

Female

20

22

13

17

−

■ The Nadeshiko Brands
Toppan Printing Co., Ltd. was included in the Fiscal 2019

Nadeshiko Brands, an index of companies selected by the Japanese
Ministry of Economy, Trade and Industry (METI) and the Tokyo
Stock Exchange (TSE).

The Nadeshiko Brand initiative aims to spur investment incompanies and accelerate their diversity initiatives by introducing
promising TSE-listed companies with outstanding performancein gender equality metrics to investors who seek enhanced

corporate value over the medium- to long-term. METI and TSE

have been announcing companies with excellent records of female
participation and advancement in the workplace since fiscal 2012.

46

TOPPAN Sustainability Report 2020

Organizational
GovernanceLabor Practices
practices

Human rights

Fair operating
practices

Consumer issues

Diversity & Inclusion

Community
involvement anddevelopment

The environment■ Diversity Training■ In-house Diversity Training for Employees in Various Positions
ProgramDescription

Self-improvement for female
employees● To encourage female employees to consider taking managerial positions by addressing any
challenges or concerns. Trainees engage in dialogue with female managers to learn about
their work and experiences and recognize the rewards of working in management. The
program is designed to cultivate both the mindset and perspective required of a manager.

Career design and communication
skills for younger employees

Work-efficiency enhancement for
female employees with children● To clarify individual core values in order to choose the best options from among thediverse lifestyles and working styles available.
● To clarify optimal approaches to work by rediscovering one’s own definition of work andwhy work is significant.
● To learn practical techniques for balancing work and childrearing.
● To maximize small pockets of time and improve individual working styles.
● To enhance cooperation with others.
● To understand the meaning of diversity and its significance in business management.

Diversity management● To recognize unconscious biases and visualize individual workplace situations.
● To acquire coaching skills that can be easily used at the workplace.

Raising awareness about
unconscious biases
Management communication skills
to develop the abilities of diverse
employees● To recognize unconscious biases and acquire skills to alleviate them. Alleviating
unconscious biases can improve psychological safety at the workplace and stimulate thewhole organization.
● To acquire basic skills in offering praise and constructive criticism to team members.
● To understand the importance of diversity for business growth.
v

Self-improvement training for female employees

47

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor Practices
practices

Fair operating
practices

Consumer issues

Diversity & Inclusion

Community
involvement anddevelopment

The environment

Employing Persons with Disabilities■ Employment of Persons with Disabilities
Employees
Percentage of
total workforce*

Fiscal 2016

Fiscal 2017

Fiscal 2018

Fiscal 2019

Fiscal 2020

250

253

274

312

325

2.07％

2.06％

2.25％

2.29％

2.31％

*The percentage is calculated based on the total number of regular
employees (as of June 1) as a denominator. The total number waspresented in the Disabled Persons Employment Report in accordancewith Article 8 of the Japanese Law for Employment Promotion, etc. of the
Disabled.

Open Seminar on LGBT Inclusion
gender are aligned. They also reviewed any subtle discriminatory

Toppan invited Kayo Fujiwara, a diversity and inclusion consultant,behaviors or remarks they might have engaged in.

to lecture at an open seminar on gender and sexual diversity and

In total, 171 Group employees attended the seminar, both inLGBT-related matters. The seminar took place at Toppan’s head
office site in Akihabara, Tokyo on February 7, 2020.

person and remotely from operational sites across Japan. Afterdiversity and inclusion (D&I) in the workplace to achieve an

informative (e.g., “I now have an extensive understanding offinishing the seminar, many participants remarked that it wasThis seminar was one of various Toppan initiatives to promote

LGBT”; “I learned what to do and say when someone comes out”).

inclusive working environment where diverse employees recognize

Others pointed out a strong need for regular LGBT seminars,

their differences and respect each other’s qualities and values. D&I

widely disseminated Group policies on LGBT-related matters, andinitiatives have been implemented across the Group under themeasures to raise awareness.

foundational concept of respect for, and reliance on, the individual.
From the standpoints of gender and sexuality, seminar participantslearned about dimensions of human diversity they may havepreviously known little about or misunderstood, along with specificactions and measures they can take to fully appreciate humandiversity.

“Sexual orientation” and “gender identity” are different things.

A person’s sexuality sometimes falls outside of, or in between,
the categories of “lesbian,” “gay,” “bisexual,” and “transgender.”Combinations of biological gender, psychological gender, and sexual
orientation are manifold and represent a broad spectrum. Afterlearning the basics of LGBT, participants took part in group work

to examine if they had unconscious tendencies to take heterosexual
love for granted or to assume that biological and psychologicalOpen seminar on LGBT inclusion

48

Lecturer Kayo Fujiwara (center)

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Fair operating
practices

Labor Practices
practices

Consumer issues

Human Asset
Development

Community
involvement anddevelopment

The environment

Human Asset Development
Basic Approachthe driving force towards the realization of TOPPAN VISION

Labor shortages are anticipated throughout various industries in

21 . Toppan would like to contribute to society as a corporation

Japan. Toppan is convinced that maximizing the performance of theworkforce as an asset of society will help solve social issues.

blessed with human assets with excellent communication skills andMindful of how deeply it depends on its employees, Toppan fosters

heightened awareness and sensibilities.

individuals with ambition and integrity who will go on to become

Promotion Framework■ Toppan University
The Human Resource Development Center in the head officeToppan University, a simple platform that strives to foster leaders

charge of human asset development at departments throughout theof employees through basic and special programs, a leadership

Personnel & Labor Relations Division coordinates with persons inwhile supporting the skill improvement and career enhancement

Company to institute training programs. These programs to develop

program, and a personal empowerment program.

and nurture human assets are organized systematically around

Systematic
HumanHuman
Asset Development
Programs■
Systematic
Asset Development
Programs“Conduct of High Value” Based on the Corporate Philosophy and Corporate Creed
Earning the trustof customers

Strengthening businessfoundations

Fulﬁlling corporatesocial responsibility

Strengthening
the organization

Improvingcorporate value

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

Ability to identify
and formulate tasks

Ability toaccomplish tasks

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

Basic Company-wide Education(e-learning)● Basic education on TOPPAN VISION 21● Basic education on CSR● Basic education on the environment● Education on proﬁt maximization inbusiness● Basic education on globalization● Mental health self-care● BCM initiatives

Techniques
and know-how

Skills in communicationand fostering subordinates

Department-based Training● New employee Company-wide training● Early career planning● Program to strengthen sales departments ● Training for new supervisors in technology● Training for plant managers
departments● OJT brother/sister training● Training for new managers in technology ● Individual department-based training
and manufacturing departments(purchasing, secretary, personnel & labor● Training for employees in production
control departments

Globalization Training

Training by Divisions● MBA abroad training● Study abroad program for engineers● Training in each division or
workplace● IT training in India● Short-term overseas study● Selective training on global business● Trainee system● IMD (International Institute forManagement Development, Switzerland)

Selective Training● Executive business school● Training to cultivate industry-leading talent● Program to nurture talented individuals
who can develop new businesses● Advance̶Shaping the Future

relations, technology & research, etc.)

Toppan Business School● Group training● e-learning● “Manabi-hodai (all-you-can-learn
buﬀet)” e-learning library● Dispatching human assets outside theCompany
Challenge School● Various correspondence-learning
courses

Operated together with Toppan Mind Wellness Co., Ltd., an education consultation company within the Group entrusted with training projects inside and outside the Group.

49

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor Practices
practices

Fair operating
practices

Consumer issues

Human Asset
Development

Community
involvement anddevelopment

The environment■ Human Resource Development Centerswith a questionnaire on the Company’s human asset development

Toppan has established training centers in Kawaguchi, Saitama

programs to reflect the results in future development plans.

Prefecture and Yugawara, Kanagawa Prefecture to nurture humanassets. These centers are venues for various training sessions andinteraction between Toppan personnel.

In April of 2017 Toppan launched the Human Resource

Development Laboratory as a research base to develop innovative
personnel training programs that apply brain research,neuroscience, analysis of physical condition, and various

technologies. The Human Resource Development Laboratory will

be used as a platform to design and implement programs that foster
human assets with excellent communication skills and heightened
sensibilities. The Company plans to cultivate innovative mindsets

among the individuals working at Toppan and to encourage them toleverage and enhance their potential and abilities.

The Company also operates a training management system thatprovides training tools and information on various learning courses.
Employees can review records of their own training while taking

Human Resource Development Laboratorye-learning courses online. Toppan has surveyed every employee■ Fostering Human Assets Active in the Global Business Arena
Toppan has been hiring non-Japanese individuals and frequently

Cooperation Agency (JICA). These volunteers take part in JICA

to adapt to a more globalized business environment.

themselves as individuals.

projects to help solve global development agendas while developing

arranging personnel exchanges between overseas Group companies
Several of the Company’s personnel training programs aredesigned to foster human assets who can thrive in a global businessarena. Examples include a trainee system to provide employeeswith practical training in day-to-day business activities at overseas

subsidiaries, a selective training course on globalization to support
candidates for overseas assignments, and a program to send

employees to courses at international business schools. Every

Cooperation with overseas
subsidiaries (human resources[HR] meeting)year Toppan dispatches several young employees to work as Japan
Overseas Cooperation Volunteers for the Japan International

50

Practical training at an overseas
subsidiary (trainee system)

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Fair operating
practices

Labor Practices
practices

Consumer issues

Human Asset
Development

Community
involvement anddevelopment

The environment

Main Activities and Relevant Information

Data on Toppan’s Human Asset* Development Programs in Fiscal 2019
ProgramNumber of
Employee
Participants(cumulative)

OutlineToppan Business School

A series of programs to provide self-development training with group and e-learning-based
courses. A wide range of training is available, from courses to learn basic knowledge and skills
in business to advanced courses to enhance specialist skills.

3,841

Challenge School

A program to provide self-development training with correspondence-learning courses toacquire knowledge and skills.

3,434

E-learning-based Groupwide basic education

E-learning-based programs to give every Group employee the opportunity to learn requisitebusiness knowledge.

104,502

Selective training on global
business

A program to equip employees with fundamental qualities for global business such as linguistic
aptitude, cross-cultural competency, and consensus building.

28

Trainee system

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

7

JICA Japan Overseas
Cooperation Volunteers

A program to dispatch Toppan employees to emerging and developing countries via the trainee
system to work as Japan Overseas Cooperation Volunteers for the Japan International
Cooperation Agency (JICA).

3

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
Short-term open programs atbusiness schools) in Lausanne, Switzerland to acquire practical training in leadership, theIMD
tenacity required to follow through on projects to completion, and other capabilities requiredin global business.

1*Toppan values its employees as precious “human assets.”

Fiscal 2019 Human Asset Development Expenditure
Expenditure on Training, etc.
per Employee

Usage Rates of Toppan
Training Centers*
Kawaguchi

Yugawara

Fiscal 2015

79,251 yen

85.7％

45.1％

Fiscal 2016

70,783 yen

87.0％

45.8％

Fiscal 2017

70,730 yen

87.6％

46.2％

Fiscal 2018

67,383 yen

85.8％

45.5％

Fiscal 2019

64,654 yen

81.1％

42.0％

*Usage rates are calculated by dividing the number of days the training centers are used by the
number of days the centers are available (excluding holidays, etc.)

51

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Fair
Fair Operating
operating
Practices
practices

Labor practices

Consumer issues

Strict Compliance

Community
involvement anddevelopment

The environment

Strict Compliance
Basic Approach
Legal compliance in business operations is an indispensable

into the Toppan Group Conduct Guidelines, a set of common

society.

to observe for the assurance of strict compliance. These Group-

prerequisite for every corporation to fulfill its responsibilities toprinciples that all Group companies around the world are required

Toppan established the Conduct Guidelines as a set ofwide guidelines are reviewed every year to adjust to changes incompliance standards in June 2000, the centennial of Toppan

business environments, social conditions, and other circumstances

Printing Co., Ltd. These guidelines set forth standards for Toppan

relevant to the Group. Any revision of the guidelines is subject to apersonnel’s behavior based on the Corporate Philosophy andresolution by the Board of Directors of Toppan Printing Co., Ltd.

principles of legal compliance.

Toppan Group Conduct Guidelines
https://www.toppan.com/en/about-us/philosophy/conduct-guidelines.html

In November 2010 Toppan completely revised the guidelines

Promotion Framework■ Compliance Promotion Structure
Toppan believes that the strict observance of the Conduct

Guidelines Promotion Leaders at workplaces initiate guideline

operating a Conduct Guidelines Promotion Leader system to ensure

Guidelines Promotion.

Guidelines directly links to legal compliance. The Group has been

compliance activities under the Director in charge of Conduct

full observance of the guidelines in daily operations. The Conduct■ Structure to Promote the Conduct Guidelines
President & Representative Director
Director in charge of Conduct Guidelines Promotion
Compliance Department, Legal Aﬀairs& Intellectual Property Division

Business divisions

Head oﬃce divisions

Division heads

Conduct Guidelines
Promotion Supervisor

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

Senior General Manager
of Legal Aﬀairs &Intellectual Property
Division

Conduct Guidelines
Promotion Leadersin sales and planningdepartments

Conduct Guidelines
Promotion Leaders in
administrative
departments

Conduct Guidelines
Promotion Leadersin manufacturing
departments

Conduct Guidelines
Promotion Leaders

Supervisors from eachdepartment

Supervisors fromeach department

Supervisors or
educational leadersfrom each department

Supervisors fromeach department

Employees

Employees

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TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Fair
Fair Operating
operating
Practices
practices

Labor practices

Consumer issues

Strict Compliance

Community
involvement anddevelopment

The environment■ Compliance Training■ Anti-Corruption Initiatives

Toppan organizes group training for Conduct Guidelines Promotion

Toppan conforms to the anti-corruption principle set out by thethe effectiveness of training sessions through activities such as

be observed by all Toppan employees, include wide-ranging policies

United Nations Global Compact. The Conduct Guidelines, a code to

Leaders (“Leaders”) every year. The Group devises ways to enhanceon corruption prevention, such as the prohibition of collusion, illicit

group discussions using case methods describing actual incidents.
Toppan gives every Group employee in Japan a Conducttransactions, and other corrupt practices. Every Group employee

Guidelines Casebook , a Q&A style casebook describing situations

is kept fully informed of the guidelines through regular activities

led by Conduct Guidelines Promotion Leaders who have received

that can arise in daily work. The casebook is used in various

relevant training. The Conduct Guidelines Casebook distributed to

guideline promotion activities. The Leaders, for example, use it todisseminate the guidelines at their workplaces. The Group also

all Group employees enhances awareness of anti-corruption issues

to the guidelines in order to heighten employee awareness and callthe President & Representative Director to the entire workforce

posts regular Conduct Guideline Notifications on themes relevant

through various case studies of corrupt practices. Messages from

attention to compliance-related issues. Toppan has been holding

also address the issues of strict compliance and the prevention ofseminars, producing posters, and implementing other compliancecorruption.

promotion activities to ensure strict compliance among GroupIn terms of bribery prevention, in fiscal 2016 the Group

employees.

formulated an anti-corruption framework led by the Director in

charge of Legal Affairs as the chief anti-bribery manager. A set ofanti-bribery rules was also established in the same year to ensure

strict anti-bribery practices. Toppan distributed an FAQ on bribery
in fiscal 2018.

For more intensive anti-bribery control in line with the anti-

bribery rules and guidelines (established in fiscal 2016 and fiscal

2017; partially reviewed in fiscal 2018), Toppan has tightened theGroup’s internal procedures for applying for authorization to offer
entertainment or gifts to public officials and the like. Employees

across the Group were interviewed by personnel in charge of legal
affairs in fiscal 2019 to verify the application procedures at theirdivisions. No cases of inappropriate entertainment or gifts wereidentified.

■ Training for Compliance with Transaction-■ Training to Prevent Infringements of

To enforce compliance with major transaction-related laws andProtection and management of intellectual property is a crucial

preventing improper import and export transactions and ensuring

fields of Information & Communication, Living & Industry, andrelated Laws and Regulations

Intellectual Property

issue for Toppan, a group of companies operating in the three

regulations in Japan, the Toppan Group has been comprehensively

Electronics. The Group devotes strict attention to measures tocompliance with the Subcontract Law. Toppan conducts regularprevent the infringement of copyrights, trademarks, and othertraining and audits on compliance with the subcontract law for theintellectual property rights of other parties while obtaining patents

departments and Group companies engaging in subcontracting

for its own technologies and business models.

transactions. The Group also continues to hold training sessions

Apart from in-house special training, Toppan holds regularand carry out audits focused on export controls under the Foreign
Exchange and Foreign Trade Act.

training sessions for employees of the Toppan Group and its

Group CSR Procurement Guidelines as principles to be observed

legal knowledge on intellectual property rights by reviewing casebusiness partners. Participants in these sessions acquire basic

Toppan fully informs every business partner of the Toppan

histories in design work and other operations involving intellectualin transaction with the Group, regardless of the level of risks. The

property issues within the Group.

guidelines are issued to all suppliers, including subcontractors
and intermediaries, to familiarize them with the terms of legal

compliance, fair business activities, anti-corruption measures, andother CSR-related issues. Toppan holds seminars to train supplierson the guidelines and conducts questionnaires to monitor the statusof their observance.

Sustainable Procurement
https://www.toppan.com/assets/en/pdf/sustainability/2020/
csr2020_detail-en.pdf#page=57

53

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Fair
Fair Operating
operating
Practices
practices

Labor practices

Consumer issues

Strict Compliance

Community
involvement anddevelopment

The environment■ Internal Reporting System■ Toppan Group Helpline

When a person at Toppan discovers a legal violation or improper

conduct somewhere in the Group, he or she is to report it to his/her

Toppan Group Helpline

superior for deliberation as a basic rule. If his/her superior fails to

Communicator

resolve the problem, the person is encouraged to call the Toppan

When the problem
remains unresolved

Any Group oﬃcer or employee

Group Helpline, the Group’s internal reporting system. The helpline

Reporting andconsultation

is open for use by all officers and employees (including dispatched

Reporting on
progress andresults, follow-up
communication

Superior

staff and part-time workers) at Group companies (excluding

listed corporations). This system allows the Group to ensure

Internal reporting (an email or sealed
document sent in the name of theperson reporting)strict compliance with the Toppan Group Conduct Guidelines bypromptly identifying and properly dealing with legal violations andThree portals to receive reports

improper acts.

In November 2019 the Toppan Group revised the rules oninternal reporting by adding a clause stipulating 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 three portals
were opened for use on April 1, 2020.

Corporate portal:

Compliance Committee

Audit & supervisoryboard member portal:

Senior Audit & Supervisory Board
Member of Toppan Printing Co., Ltd.

External portal:

Legal consultants*

Instructions

Reporting

Department responsiblefor investigation and countermeasures■ Compliance in fiscal 2019(as of April 1, 2020)

Toppan was not involved in any serious incidents or violations of*The Compliance Committee discusses and formulates measures, etc. tolaws or regulations in the course of business in fiscal 2019.

handle issues reported to the external portal.

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TOPPAN Sustainability Report 2020

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Governance

Human rights

Fair
Fair Operating
operating
Practices
practices

Labor practices

Consumer issues

Strict Compliance

Community
involvement anddevelopment

The environment

Main Activities and Relevant Information

Conduct Guidelines Promotion Leader System
Six hundred and eighty-eight Conduct Guidelines Promotion

from Toppan and Group companies in fiscal 2019.

2019, including 87 women (12.6% of the Leaders). A cumulative

Property Division sent out 12 Conduct Guideline Notifications on

was launched in fiscal 2004.

strict compliance at the workplace under the Leaders.

Leaders (the “Leaders”) were deployed across the Group in fiscal

The Compliance Department in the Legal Affairs & Intellectual

total of 10,420 employees have worked as Leaders since the system

topics relevant to the Conduct Guidelines in fiscal 2019 to ensure

Toppan held 70 training sessions across Japan for 855 Leaders
Number of Newly
Deployed Leaders

Number of Female Leaders
Deployed (Percentage)

Cumulative Total
Number of Leaders

Fiscal 2017733

95（13.0%）

9,055

Fiscal 2018

677

86（12.7%）

9,732

Fiscal 2019

688

87（12.6%）

10,420Anti-Corruption Initiatives
As indicated in the list of serious risks, Toppan identifies “bribery

strictly avoid such acts. When an overseas business or public sector

impact on management and takes appropriate measures to address

related risks, Toppan addresses specific risks of corruption byor corruption” as a risk that could have a particularly significant

project is deemed to have a comparatively high level of corruption-such risk. Based on the anti-bribery rules and guidelines establishedinviting relevant individuals to training sessions on the preventionin March 2017, the Group works to ensure that employees observeof collusion, cartels, and bribery.

the designated internal procedures to be followed when applying

In fiscal 2019 a cumulative total of 154 employees who were

for authorization to offer entertainment or gifts to public officials

engaged in sales, planning, and other operations for public projects

current circumstances and issued an FAQ describing specific cases

and bribery (two sessions held). Similar sessions will be organizedor the like. In April 2018 Toppan reviewed the guidelines based onin Tokyo attended training sessions on the prevention of collusionof bribery to provide employees with the information they need to

at Group sites across Japan.

Compliance with Transaction-related Laws and Regulations
Toppan regularly organizes transaction-related training andcompliance with the subcontract law and 8,994 employees took an

Both activities are key to preventing improper import and export

and Foreign Trade Act of Japan. The Group also audited compliancemonitors and audits how business transactions are being handled.

e-learning course on export controls under the Foreign Exchangetransactions and ensuring compliance with the Subcontract Law ofwith the subcontract law in 42 departments and the observance ofJapan.

export controls in 36 departments.

In fiscal 2019, a total of 479 employees were trained on

Number of Internal Reports
The Toppan Group Helpline was used in seven cases in fiscal 2019.
Every case was properly handled and followed up with necessary
countermeasures to prevent recurrence.

Reviewing the Toppan Group Conduct Guidelines
The Legal Affairs & Intellectual Property Division reviews the

Toppan plans to revise the guidelines in fiscal 2020 in order to

Toppan Group Conduct Guidelines every year.

adjust to changes in business environments, social conditions, andIn its review of fiscal 2019, the division concluded that theother circumstances relevant to the Group.

guidelines were appropriate and required no revision.

55

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair
Fair Operating
operating
Practices
practices

Consumer issues

Sustainable
Procurement

Community
involvement anddevelopment

The environment

Sustainable Procurement
Basic Approach
Sustainability initiatives can be completed only when implemented

Corruption. The concept of CSR procurement is applied not just toand collaborates with business partners to promote sustainable

all other suppliers on the supply chain.

raw material suppliers, but to subcontractors, intermediaries, andthroughout the entire supply chain. The Toppan Group cooperates

To better conserve biodiversity, Toppan has formulated a Basicprocurement focused on corporate social responsibility (CSR)
procurement and biodiversity conservation.

Policy on Biodiversity. The Group’s procurement departments take aprinciples the Group observes to engage in CSR procurement. These

to avoid or minimize the impacts on biodiversity.

proactive approach to the sustainable use of raw materials in order

The Toppan Group CSR Procurement Guidelines are a set of

guidelines consist of the Basic Procurement Policy, a conceptual
framework to be closely observed by every Toppan employee

involved in procurement operations, and the CSR Procurement

Toppan Group CSR Procurement Guidelines (second edition)
https://www.toppan.com/assets/en/pdf/about-us/sustainability/2014/proc2014_en01.pdf

Standards, a set of requirements to be satisfied by every business
partner. The CSR Procurement Standards are composed of the
Basic Procurement Standards and the Procurement Standards

Basic Policy on Biodiversity
https://www.toppan.com/assets/en/sustainability/pdf/biodiversity.pdf

Concerning Human Rights, Labor, the Environment, and Anti-

Promotion Framework
The Toppan Group CSR Procurement Guidelines issued in 2007

Management Division and other procurement departments acrosssustainability principles every Group employee observes. Personnel

cooperation with business partners.

and the Basic Policy on Biodiversity issued in 2010 set out the

the Group continue to oversee sustainable procurement in closeat the Purchasing Center in the head office Manufacturing■ Group Policies and Management Metrics on Sustainable Procurement

Basic Policy on
Biodiversity

Policy (detail)

Risk
Evaluation

Basic
Procurement
PolicyRisks Identified by the Evaluation

KPI* Benchmark or
Management Metric or Standard

・Compliance violations (abuse of bargaining
position, misappropriation); acts contrary to
accepted social ethics

KPI benchmark: Monitoring on
compliance in procurement departments
and the assessment of monitoring results

Key business
partners

KPI benchmark: Percentage of basic saleand purchase agreements (stipulating
the observance of the Toppan GroupCSR Procurement Standards) concluded

Major business
partners

Management metric: Evaluation of paper
and material suppliers (ISO 9001)

All business partners

・Admixture of hazardous substances into raw
materials

Management standards: Toppan Group
Standards for the Management ofChemical Components of Raw Materials

All business partners

・Supply disruption of materials, components,
or equipment due to earthquakes, wind or
water damage, the spread of new strains ofinfluenza, or other natural disasters

Management metric: Enhancement ofbusiness continuity competencies (theeffectiveness of the business continuity
planning [BCP]) of business partners in
the event of a wide-scale disasterKey business
partners

・Risks in relation to the sustainable use of
paper, a material with potentially significant
impact on biodiversity

KPI benchmark: Verification of thelegality of lumber to promote thesustainable use of forest resources as apaper material

All paper
manufacturers in the
supply chain

Management standards: Paper
Procurement Guidelines for the
Sustainable Use of Forest Resources

All paper
manufacturers in the
supply chain・Extent to which the CSR Procurement
Standards are applied throughout the supply
chain
CSR
Procurement
Standards

Proactive
approach tothesustainable
use of raw
materials to
avoid orminimize theimpacts on
biodiversity

In-house risk assessment

Toppan Group CSR Procurement Guidelines

Group
Policy・Negative impact on biodiversity caused byillegal logging
・Supply stoppage of lumber due to thedepletion of forest resources
・Supply stoppage of printing paper andinterruption of printing operations

Business Partners
Covered*Key performance indicator

56

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair
Fair Operating
operating
Practices
practices

Consumer issues

Sustainable
Procurement

Community
involvement anddevelopment

The environment■ Applying CSR Procurement Standards■ Basic Procurement Policy (to ensure compliance

Procurement departments in the Toppan Group continue to

CSR procurement should be built upon trust between businesses.

CSR Procurement Standards by entities throughout the entire

a portal for receiving reports from business partners involved in thethroughout the Supply Chain

in procurement departments)

Toppan has set up a Supplier Hotline on the corporate website as

conduct the following measures to tighten the application of theGroup’s procurement operations. The hotline is open for use by all

supply chain:suppliers of the Group.

Toppan also monitors whether the Group’s procurement

・Check the efforts of business partners to safeguard businessdepartments operate properly in accordance with the Basic

continuity in the event of a wide-scale disaster;

Procurement Policy in their transactions with the suppliers.

・Brief business partners on the Toppan Group CSR Procurement
Guidelines;

Supplier Hotline
https://www.toppan.com/en/about-us/our-corporate-approach/supplier-hotline.html

・Conclude sale and purchase agreements (stipulating theobservance of the Toppan Group CSR Procurement Guidelines)
with business partners; and・Check the efforts of business partners to act ethically with regard
to human rights, labor, the environment, and anti-corruption.

The Toppan Group has also formulated Standards for theManagement of Chemical Components of Raw Materials in order tocontrol chemical components throughout the entire supply chain.
Toppan Group Standards for the Management of Chemical Componentsof Raw Materials (ver. 4.5.1, in Japanese)
https://www.toppan.co.jp/assets/pdf/about-us/sustainability/2019/proc2019_11.pdf■ Promoting the Conservation of Biodiversity
The Toppan Group promotes sustainable procurement based on
the Basic Policy on Biodiversity. Regarding the procurement of
raw materials, a set of paper procurement guidelines has beenformulated to promote the sustainable use of paper, a material withpotentially significant impact on biodiversity.

As for the sustainable use of forest resources, the Group has

cooperated with paper manufacturers in the supply chain to ensurethat the lumber they use for paper production is legally obtained.

Toppan Group Paper Procurement Guidelines for the Sustainable Use ofForest Resources (second edition, in Japanese)
https://www.toppan.co.jp/assets/pdf/about-us/sustainability/2014/proc2014_06.pdf

57

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair
Fair Operating
operating
Practices
practices

Consumer issues

Sustainable
Procurement

Community
involvement anddevelopment

The environment

Main Activities and Relevant Information

Confirming the Impact of COVID-19 on Business Partners
The novel coronavirus infection (COVID-19) has continued tolooked into how raw material suppliers are combating the virus.

about the impact on supply chains throughout the world. Toppanof value (in fiscal 2019) and another 135 suppliers of key products

spread globally from the beginning of 2020, raising concerns

As of May 2020, a survey of the Group’s top 50 suppliers in terms

has checked whether COVID-19 has had serious impact on thehas revealed no significant impact on the Group’s raw material

manufacturers that supply raw materials to the Group, and has

procurement.

Briefing Suppliers on CSR Procurement Guidelines and Concluding Agreements■ Briefing Sessions on CSR Procurement Guidelines

As of March 31, 2020, Toppan has briefed 2,108 suppliers on the

Toppan Group CSR Procurement Guidelines. The Group has beenpromoting CSR procurement throughout the entire supply chain byasking suppliers to conclude basic sale and purchase agreements
stipulating the observance of the guidelines. As of fiscal 2019,

Toppan has concluded the agreements with 81% of the business

Fiscal 2017

Fiscal 2018

Fiscal 2019

Number of business
partners briefed

25

4

4

Cumulative total of
business partners

2,100

2,104

2,108

■ Percentage of Basic Sale and Purchase
Agreements with CSR Procurement
Provisions Concluded (with business partners

partners that sell the Group goods and services worth more than

10 million yen a year. Toppan’s goal is to conclude agreements withall business partners that meet this criterion of value of sales to the

supplying goods and services worth more than 10 million

Group by no later than fiscal 2025.

yen a year)

Turning to the environment, the Toppan Group promotes CSR

procurement in line with specific standards such as the Standards
for the Management of Chemical Components of Raw Materials

Fiscal 2017

Fiscal 2018

Fiscal 2019

72％

76％

81％

Cumulative percentage ofagreements (out of thebusiness partners
targeted)

and the Paper Procurement Guidelines for the Sustainable Use ofForest Resources.

Monitoring Compliance in Procurement Departments■ Monitoring Results

Toppan regularly asks business partners to fill out questionnaires on
their transactions with the Group. With the questionnaire results,

Fiscal 2017

Fiscal 2018

Fiscal 2019

operate properly in accordance with the Basic Procurement Policy.

Number of business
partners that filled out
the questionnaire

13

8

10

partners to improve compliance in the Group’s procurement

Cumulative total numberof business partners
monitored

116

124

134

Toppan monitors whether the Group’s procurement departments
In fiscal 2019 Toppan used the responses from 10 business

operations.

Verifying the Legality of Lumber as a Paper Material■ Results of Surveys to Verify the Legality ofLumber as a Paper Material

The Toppan Group formulated a Basic Policy on Biodiversity andposted it on the Toppan website*1 in May 2010.

(Paper providers representing over 90% of purchaseexpenditures within the Group)

The basic policy stipulates that “we will take a proactive approach tosustainable use by avoiding or minimizing the impact on biodiversity”
during raw material procurement operations. For paper procurement,
for example, the Group surveys the legality of lumber as a papermaterial as a means of promoting the sustainable use of forest
resources.

Toppan monitors paper manufacturers to verify that the lumber

used for the production of their paper (representing more than 90% of
the Group’s printing paper purchases by monetary value) is obtained

Fiscal 2017

Fiscal 2018

Fiscal 2019

Number of business
partners surveyed

18

18

16*2

Purchase price basis

92.3％

90.6％

92.4％

Percentage of lumber
sources verified as legal

100％

100％

100％

*1 https://www.toppan.com/assets/en/sustainability/pdf/

through legal channels. In a survey of 25 sites of 16 business partners

biodiversity.pdf

around the world in fiscal 2019, Toppan confirmed that all of thelumber procured from them was obtained legally. In yen terms, these 25
partner sites supplied 92.4% of the paper used by Toppan in fiscal 2019.

58*2 Paper suppliers subject to a higher risk of noncompliance overthe most recent three-year period

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair
Fair Operating
operating
Practices
practices

Consumer issues

Sustainable
Procurement

Community
involvement anddevelopment

The environment

Participating in the Green Purchasing Network
The Green Purchasing Network (GPN) of Japan was established in
1996 as a loose-knit network of businesses, civilian organizations,
government agencies, and other entities proactively engaged
in green purchasing practices. GPN is convinced that green

purchasing plays a critical role in the formation of a market for ecoproducts on a scale sufficient to facilitate eco-product development.
GPN believes that green purchasing will contribute significantly tothe realization of a sustainable society.

As a GPN member, Toppan provides printing services based on

Green Purchasing Networkhttps://www.gpn.jp/english/index.html

the GPN Ordering Guidelines for Printing Services.

Briefing on the Principles of the Tokyo 2020 Sustainable Sourcing CodeIn May 2019, business partners producing premium goods andsales promotion tools for the Tokyo 2020 Olympic and Paralympic
Games attended a briefing session held by the Toppan Groupon the Tokyo 2020 Fundamental Principles for the Sustainable
Sourcing Code (3rd edition). After explaining the content of

the sourcing code, Toppan asked all of the business partners inattendance (including raw material suppliers, subcontractors, andintermediaries) to comply with the code and continuously observe
the Toppan Group CSR Procurement Guidelines.

Toppan also handed out a questionnaire survey at the briefing

to confirm what steps the business partners were taking to comply
with CSR procurement focused on sustainability.
Dates: May 17 and 23, 2019

Venue: Toppan Koishikawa Building, Tokyo
Number of participating companies: 65

59

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer Issues
issues
Initiatives for Products
and Services

Community
involvement anddevelopment

The environment

Initiatives for Products and Services
Basic Approach
Quality assurance for products at the Toppan Group is a concernthat “help realize a society with a high appreciation of diversity.”

for production. Departments involved in marketing, R&D, planning,

to dialogue with diverse people and the concerns of people withfor every department, not only the departments directly responsible

By embracing UD approaches, Toppan assigns greater weight

design, sales, and shipment all contribute to quality. This is why

different physical abilities and perceptions while considering usage

Toppan describes quality assurance as a total activity (“total quality

scenarios and design parameters such as understandability andassurance”) and strives to improve product quality and manage

usability.

product safety throughout the Group. For the maintenance andimprovement of product quality, the Group has established a

Basic Stance on Product Safety Management and a set of Basic

Basic Stance on Product Safety Management

Guidelines on Product Safety Management to securely manage thesafety of the products Toppan manufactures.

We promote product safety management throughout the Groupby securing safety and improving the quality of our products
based on the Basic Principles of Conduct Guidelines and theprinciples of corporate social responsibility as a protector ofuser* safety and health.

The global environment is another crucial social issue requiring

Toppan’s committed efforts. To propel sustainable consumption,

Toppan markets environmentally friendly products and services andvisualizes CO2 emissions associated with the products and services*User: Includes both customer companies and end-user consumers.

the Group provides. Toppan and Group companies endeavor tocontribute to the realization of sustainable consumption under The
Toppan Group Declaration on the Global Environment.

Basic Stance on Product Safety Management / Basic Guidelines on
Product Safety Management
https://www.toppan.com/en/about-us/our-corporate-approach/product-safety.html

The Toppan Group also realizes the social value of universal

design (UD). Since its launch of a pioneering UD packaging
consulting service in 1999, Toppan has been consistently

designing and producing attractive, easy-to-use UD packaging

The Toppan Group Declaration on the Global Environment
https://www.toppan.com/assets/pdf/sustainability/
The_Toppan_Group_Declaration_on_the_Global_Environment.pdf

and communication tools for as many people as possible in every
Business Field of the Group.

The Toppan Declaration on Universal Design and Toppan’s Seven

Toppan Declaration on Universal Design / Toppan’s Seven Principles on
Universal Design
https://www.toppan.com/en/sustainability/ud.html

Principles on Universal Design (both established in 2010) define

UD as a guiding philosophy for developing products and services

Promotion Framework
The Quality Assurance Center in the head office Manufacturing

assurance across the Group.

assurance departments every three months. Conference participantse-learning programs to heighten employee awareness and facilitate

assurance for products and monitor the progress of key initiatives

products, carbon-offsetting initiatives, and carbon footprint ofToppan has arranged rank-based curriculums and Group-wide

Management Division holds a Japan-wide conference of quality

a deeper understanding of Toppan’s environmentally friendly

clarify various challenges related to safety management and quality

products (CFP) services. The Ecology Center in the Manufacturing

to mitigate quality loss and further improve product quality.

Management Division at the Toppan head office compiles andEvery Group site consistently enhances the quality management

discloses information on registered environmentally friendly

system it has formulated under ISO 9001 to bolster product safety

products.

management. The Quality Assurance Center organizes seminars

on ISO 9001 and training sessions for internal auditors every year.

These training sessions aim to constantly improve the effectivenessISO 9001 Accreditation and Certification (in Japanese)
https://www.toppan.co.jp/about-us/our-corporate-approach/iso/iso9001.html

of the quality management systems underpinning total quality

60

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer Issues
issues
Initiatives for Products
and Services

Community
involvement anddevelopment

The environment■ Assuring Product Quality■ CFP and Carbon-offsetting Services

The quality assurance department in each business division

The Ecology Center offers training sessions on the Toppan Group’s

products. When a serious product-related incident occurs, Toppan

focused on printed materials and events, in order to support

carbon footprint of products (CFP) and carbon-offsetting initiatives

handles customer complaints and claims regarding Toppan’s

the efforts of employees in the marketing and sales promotion

sets up an emergency taskforce in line with the Group’s rules on

departments to promote CFP and carbon-offsetting services.

risk management to rapidly and properly handle the issue, giving

the top priority to user safety. The Group has also established rules

on corrective actions for claims from customers in accordance with
ISO 9001. Based on these rules, the quality assurance departments
determine fundamental causes, take optimal countermeasures,and prevent recurrence through the standardization of corrective
actions.

The Quality Assurance Center compiles monthly data on

customer claims and cases of product quality loss from businessdivisions and assesses the progress of improvement activities.

For serious product-related incidents, the center examines thevalidity of recurrence-prevention measures and the status ofefforts to sustain these measures. The Toppan Group has also

adopted a certified approval system for food packaging requiringexacting quality assurance for safety and sanitation to ensurethat the operational sites of Toppan and partner companies canmanufacture containers and packages only after undergoingaudits with checklists in conformance with the Quality Assurance
Guidelines for Food Packaging.

61

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer Issues
issues
Initiatives for Products
and Services

Community
involvement anddevelopment

The environment

Main Activities and Relevant Information

Initiatives for Product Safety
Toppan has established a Basic Stance on Product Safety

ISO 9001 to bolster product safety management. Every division

Management to secure the safety management of the products the

skills and knowledge they need to detect QMS flaws at their sites. A

Management and a set of Basic Guidelines on Product Safety

holds training seminars for internal auditors to equip them with theGroup manufactures.

total of 175 employees were trained in fiscal 2018 and another 193

All Group sites work to continuously improve the effectivenessemployees were trained in fiscal 2019.

of quality management systems (QMS) they have formulated under

Certified Approval System for the Production of Food Packaging
Food packaging requires exacting quality assurance for safety andundergoing audits with checklists in conformance with the Quality

system to ensure that the operational sites of Toppan and partner

accreditation audits for packaging operations at 11 operational sites

sanitation. The Toppan Group has adopted a certified approval

Assurance Guidelines for Food Packaging. Toppan carried out

companies can manufacture containers and packages only after

inside and outside the Group in fiscal 2019.

■ Audits for the Food Filling/Packing Businesses
Audit Points

Operational Sites Audited

・Agreements with client companies

Primary food filling/packing businesses

・Quality assurance systems

5 sites run by manufacturing subsidiaries

・Management of equipment and inspection devices

6 sites run by production business partners

・Management of safety and sanitation
・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 the outflow of defective products
・Steps to prevent contamination
・Traceability
・Food defense
・Education and training
・Maintenance of systems and frameworks for product safety
and quality

62

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Fair operating
practices

Labor practices

Consumer Issues
issues
Initiatives for Products
and Services

Community
involvement anddevelopment

The environment

CFP Quantifications and Carbon-offset Certification for Printed Materials and Events
The Toppan Group has been visualizing CO2 emissions associatedMechanism (CDM). The carbon-offsetting mechanism using the

products (CFP) and carbon offsetting initiatives. The Group’s

development agendas such as climate security and stable power

Gold Standard CDM allows Toppan to address relevant global

with printed materials and events through carbon footprint of

supply.

one-stop service for client companies covers every step from CFP

The Group has also offset the CO2-equivalent GHG emissions

quantification to carbon-offset certification for printed materials
and events. This procedure has also been applied to the Group’s

associated with in-house educational events focused on biodiversity

quantifications for a total of 28 products, services, and events.

Japan, such as the National Eco-protection Meeting and the Toppan

own products and events. In fiscal 2019 the Group conducted CFP

and the various meetings Toppan holds on environmental issues in

In self-initiated activities, CO2-equivalent greenhouse gas

Group Environmental Meetings. Toppan has used the carbon-

offsetting initiatives for these events and meetings to support the(GHG) emissions associated with printed materials issued byrecovery of Kumamoto from the earthquake disaster of 2016 by

Toppan are offset by a J-VER credit generated by a subsidiary

applying a J-VER credit, a credit originating from GHG (CO2)and a credit linked to the SDGs (a credit originating from power
generation using Forest Stewardship Council [FSC®]-certified

absorption using lumber from thinning operations in forests owned

wood refuse in the Amazon basin, Brazil) provided by the Goldby Kumamoto Prefecture.

Standard Foundation under the United Nations Clean Development■ Framework for CFP and Carbon Offsetting
Carbon Footprint of Products (CFP)
Quantify CO2-equivalent greenhouse gas (GHG) emissions throughout the entire
life cycle (① ⑤) of a product and display the CFP data on printed materials

shop

brochures

collection
box

brochure① Raw material
procurement② Production③ Distribution④ Use andmaintenance⑤ Disposal andrecycling

Carbon Offsetting
Partially or completely “offsetting” difficult-to-reduce GHG emissions with equivalentcredits (GHG-emission reduction values and/or GHG absorption values) earned elsewhere.

■ CFP information on the printed Japanese version of the Toppan Integrated Report 2019https://www.cfp-japan.jp/common/pdf_permission/001740/CR-BS05-19007.pdf

Toppan Integrated Report 2019(back cover of the printed Japanese version)

63

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Fair operating
practices

Labor practices

Consumer Issues
issues
Universal Design

Community
involvement anddevelopment

The environment

Universal Design
Basic Approach
The Toppan Group realizes the social value of universal design

UD as a guiding philosophy for developing products and services

Toppan has been consistently designing and producing attractive,

By embracing UD approaches, Toppan assigns greater weight to(UD). Since pioneering a UD packaging consulting service in 1999,

that “help realize a society with a high appreciation of diversity.”

easy-to-use UD packaging and communication tools for as many

dialogue with diverse people and the consideration of different

people as possible in every business field of the Group.

physical abilities and perceptions, usage scenarios, and design

The Toppan Declaration on Universal Design and Toppan’s Sevenparameters (“comfortable,” etc.).

Principles on Universal Design (both established in 2010) define

Toppan Declaration on Universal Design
The starting point of our Universal Design isthe provision of dedicated products and services realized throughcompassionate consideration of users.
By engaging in repeated dialogues with people from all walks of lifeand consistently incorporating the ideas of each person,
we will create dedicated products that are
comfortable, easier-to-use, and environment- and human-friendly.
As a corporation extensively involved in human life,
we will help realize a society with a high appreciation of diversity
through approaches to Universal Design.
Established in April 201064

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer Issues
issues
Universal Design

Community
involvement anddevelopment

The environment

Action Policy
Universal design (UD) is one of the core concepts underpinningthe businesses of the Toppan Group. In keeping with the Corporate

Philosophy, the Group persistently embraces UD challenges to help
realize a society with a high appreciation of diversity.

Corporate
Philosophy

Toppanʼs Seven

Toppan Declaration

Principles on

on Universal Design

Universal Design

Guidelines for
Universal Design

Toppan’s Seven Principles on Universal Design
1. D esign products and services that are more responsive to

5. Design products that are safe to use procedurally,

people with different physical abilities and perceptions.

functionally, structurally, materially, and environmentally.

2. F acilitate communication using multiple channels for6. Provide products at a reasonable price and in the amounts

communication, including visual, aural, and tactile

required by society.

channels.

7. Engage in design that appeals to the senses with

3. M
 ake products easier to use by making them easier toconsideration for comfort, enjoyment, and beauty.

understand.
4. M ake products that are easier to move, easier toEstablished in 2001

approach, and require less strength (remove the physicalRevised in April 2010burdens).

65

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer Issues
issues
Universal Design

Community
involvement anddevelopment

The environment■ Toppan’s Guidelines for Universal Design
The Toppan Group has been developing products and services

based on its Guidelines for Universal Design in communication
design and packaging.

Guidelines for Universal Design in Communication Design■ Intangible perspectives

Psychological elements

Tactile sense
Easily handled

Visual sense

Sensuousness

Auditory sense

Comfortable; enjoyable; attractive

Perceived
Supplemented
Elements perceived
accurately
by soundwith the ﬁve senses
with theeyes
Sense of taste
Sense of smell● Thoughtfully designed● Fun and easy to use

Supplemented by Supplemented byother senses
other senses● Approachable● Agreeable● Invites repeated use■ Tangible perspectives
Graphic
PerceptualfeatureCognitive
featureEasier to reador distinguish

Easier tounderstandProduct
Handleability &Readability

Easier to handle;
Less strength
required (physicalburdens removed)

Substitutability &Selectivity

Error
prevention

Easily substituted
with otherinformation media;
Designed with ahigh appreciationof diversity

Provided at areasonable
price in theamounts
required bysociety

Ecoresponsible

Environment-friend
linessToppan Bunkyutai®

Multilingual Digital Assistant
BotFriends® Vision

Fonts that Please the Eyes andResonate in the Heart

Barrier-free Signage forInterfacing with AI

Toppan Bunkyutai®—a gentle

A multilingual AI signage system. The

typeface available in Mincho, Gothic,

BotFriends® Vision digital assistantand headline styles—ushers in theprovides users with audio, text, andfuture of print and display fonts. The

image guidance to help them findwords spelled out in this light, fluid,

information optimally matched to theirhandwritten-like typeface are easy on

queries.

the eyes and resonate in the heart.

BotFriends® displays an on-screen animated character tointerface with customers or visitors in need of information or
assistance. This animated character can deliver both AI responses
and the human responses of a service representative working
behind the scenes.
Designed in consideration of people in wheelchairs, BotFriends®
Vision offers helpful guidance at both public and commercial
facilities.

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Universal Design

Braille Neue

VoiceBiz®

Communication Fonts foran Inclusive Society

Speech Translation
App for Multilingual
Communication

A universal font readable bothCommunity
involvement anddevelopment

The environment

An intuitive, easy-to-use, voice-basedby the fingers (braille) andtranslation service supporting 30 languages.

with the eyes. Braille Neue

Users can register proper names and fixed

helps create a society wherephrases. The VoiceBiz® application has a

the visually impaired and thereverse translation function to help users

sighted can communicate

check whether the delivered translation

across the perceptual divide by reading and exchanging theexpresses what they want to say. Helpful forsame text.

serving customers at counters and in stores and for providing
business support for workers from other countries.

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Universal Design

The environment

Guidelines for Universal Design in Packaging■ Intangible perspectives

Psychological elements

Tactile sense

Is understandable

Visual sense

Perceived by touch

Auditory sense

Elements perceived
with the ﬁve senses

Accommodates impairments in attention or memory

Perceived
accurately
with theeyes

Reaﬃrmedby hearing

Is worry-free

Sense of smell

Sense of taste

Supplemented
by other senses

Supplemented
by other senses

Facilitates access to information
Accommodates changes in mood or temperamentOﬀers improved comfort and enjoyment
other■ Tangible perspectives

Easier to
distinguish

Easier toholdEasier to
open

Easier toread; Easierto understandEasier to
unpackUsability

Easier toresealEasier todiscard;Resource
savingInjuryprevention

Two-way Bottle for Food Products

Packaging for Kampo Medicine
Formulations

Compact, Easy-to-use Bottle Shape

Packaging to Avoid
Medication Mix-ups

A compact, easy-to-hold

The clear, easy-to-use design

bottle for foods that come inprevents mix-ups between the

powder form. The convenient

hundreds of Kampo formulations

cap makes it easy to pour out

prescribed. Patients andpowdery foods evenly, in justhealthcare professionals can

the amounts needed.

quickly tell one product from another from the numbers andcolors displayed. This packaging prevents misidentification,
reduces workloads, and enhances the safety and security of
Kampo medications.

Swallow-proofing Blister Pack for
Coin Cell Batteries

Pouch for Refilling Shampoo andConditioner

A Package that Prevents Accidental
Swallowing by Children

Easy-to-hold, Easy-to-pour Packaging
A stand-up pouch for refills.

This package is very difficult for children toWith a centrally positioned spout

open by hand, and thus prevents the accidental

separate from the fill opening,swallowing of the coin cell batteries inside.

PALM POUCH® is easy to hold

The battery pops out easily when the package

and pours content easily into theis cut with scissors and pressed from both

refillable container. The stablesides.

spout position assures fast, smooth refills down to the last drop.

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Universal Design

Community
involvement anddevelopment

The environment■ Toppan’s Support for Universal Design
Toppan uses the Group’s expertise in design production andmaterials, websites, packaging, and spatial designs from UD

client companies. Toppan assesses and analyzes clients’ printed

improvements.

research to provide universal design (UD) support services forperspectives, identifies areas to address, and suggests design

DentatsuClinic® Counseling on
Information Tools

Diversity and Inclusion Support
UD Communication for Diversity and Inclusion

Tackling “Hard-to-Understand”
Design in Information Tools

What can Toppan do to create a society “leaving no one

Toppan’s “DentatsuClinic®” solutions (“dentatsu ” means

UD Communication Laboratory, a special section tasked withbehind,” as pledged in the SDGs? In 2016 Toppan set up a“communication” in Japanese) assess the information tools

augmenting the social value of the knowledge and knowhowthat client companies provide to their customers and suggest

the Group has cultivated in universal design (UD) andways to make the tools more effective and easier to read andcommunication design over many years. The laboratory has

understand.

been developing UD communication services to support client

In 2009 Toppan launched “Editorial Universal Design (E-companies.

UD),” an original method to support clients in their efforts

UD perspectives in an organization’s communication

to create more effective information tools for diverse people.

strategies are essential to facilitate diversity in the workplace,This method has now been updated into DentatsuClinic®,enhance corporate value, and respond to a diverse consumer

a service that makes use of the Group’s accumulated UD

base. The Toppan Group will continue to support client

expertise. With uniquely developed examinations to identify

companies in their efforts to address the challenges they face

the points that make an information tool “hard-to-understand,”in four areas: “inclusion awareness,” “UD education,” “diversity

DentatsuClinic® solutions provide a holistic review ofmanagement PR,” and “promotion geared to diversified needs.”

information tools spanning from the look & feel and language
to the page composition and organization of the medium
used. These solutions are effective in improving usability forbusy people, earning trust and empathy from a broad swathof people, making reasonable accommodations to ensure that
information is accessible to persons under diverse conditions,and averting inflows of negative reactions.

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Community
involvement anddevelopment

The environment

UD Solutions for Packaging

Eye-tracking Study

Improving Usability by Analyzing the Challenges
Consumers Face

Eye-tracking Analysis of Product Visibility
and Usability

The Toppan Group has been focusing on universal design

The Toppan Group has adopted a quantitative, scientific(UD) in packaging since the 1990s. The Group develops andapproach to the analysis of product visibility and usability

improves UD packaging for products manufactured by Toppan

using an eye camera. An eye-tracking study checks whether theand customer companies by applying and providing one-stopright messages are conveyed to consumers from shopping sites

UD solutions to detect unresolved challenges and carrying

or communication tools such as product packages, in-store

design concepts forward through the stages of verification andfixtures, and sales promotion goods. The study also explores

production.

whether purchased products communicate information to users

Toppan takes a scientific approach to determining theplainly.

challenges consumers face in using products. The challenges

Toppan asked consumers to purchase and use actual

identified are codified into the Group’s Guidelines for Universal

products in one of several venues: a real store, a mock store,

Design in Packaging. Toppan relies on these guidelines toa website, or a space simulating where a customer would

provide customers with UD packaging solutions that value

typically use the product. Researchers interview consumers

usability perspectives and consider the psychological impacts

after product-use tests to accurately identify issues in detailof designs and how designs are perceived with the five senses.

and advise client companies on how to improve the visibility

Toppan’s UD packaging solutions offer a plugged-in style of UD

and usability of their products.

that satisfies requirements for user friendliness (e.g., injury
prevention and ease of use for children and the elderly), timeefficiency in housework, environmental friendliness, and otherprominent needs in society.

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Consumer Protection
Basic Approach
Toppan has reinforced safeguards to prevent leaks and outflows

Toppan Group Basic Policy on Information
Securityof personal information in the diverse processes in which it ishandled within the Group by restricting the handling of personal
information to tightly secured areas that satisfy rigorous criteria

As a group of companies operating in the information communicationindustry, 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 a means to reciprocate our customers’
trust and promote the ongoing growth of the Toppan Group.

for qualification audits. The Group has also worked for thoroughsecurity control in operation design and quality assurance withsafe, secure systems and processes designed to manage personal
information.

Toppan has also declared that “each of us at the Toppan Groupbasic policy on information security. Under the basic policy, Toppan

1. We manage information necessary for our business appropriately inobservance of our in-house rules, the law, and the principles of social
order.

has continuously upgraded the Group’s systemized rules formulated
based on ISO/IEC 27001 (a stringent, globally recognized standard

2. We collect information for appropriate purposes using appropriate
methods.

on information security management) in compliance with JapaneseIndustrial Standards (JIS) Q 15001 (standard for accrediting

3. We safely manage the information entrusted to us by customers inorder to reciprocate our customers’ trust.

PrivacyMark Systems for personal information protection

4. We are deeply aware of the risks to the information assets we handle,
such as illegal access, loss, damage, falsification/manipulation, andleakage of information, and take necessary and reasonable safetymeasures against these risks. We deal with and rectify any problems
that occur promptly and in an appropriate manner.

carries out Group-wide information security management” in its

management).

Toppan Group Basic Policy on Information Security
https://www.toppan.com/en/about-us/our-corporate-approach/security-information.html

5. We establish, operate, maintain, and continuously improveinformation security management systems.

Personal Information Protection Policy
https://www.toppan.com/en/privacy.html

Established on April 1, 2001
Revised on June 27, 2019
Hideharu Maro
President & Representative Director
Toppan Printing Co., Ltd.

Promotion Framework■ Organizational Structure for Information Security Management
Companies today face wide-ranging information security risks,Group. Toppan seeks to maintain the Group’s governance structure

cyber-attacks and hidden threats in new business fields.

boundaries.

from careless mistakes and fraudulent acts committed in-house tothrough cooperation that goes beyond existing organizational

The head office and every business division at Toppan work tostrengthen cooperation with relevant departments throughout the

President & Representative Director
Chief information security manager
Internal advisory body
Information Security
Council

Information Security Division
TOPPAN-CERT

SOC

Toppan Computer
Emergency Response Team

Security Operation
CenterGroup and relatedcompanies

Business divisions
Information security managers

External organizations
Nippon CSIRT Association (NCA)
National center of Incident readiness andStrategy for Cybersecurity (NISC) of Japan
Japan Computer Emergency Response
Team Coordination Center (JPCERT/CC)
Tokyo Metropolitan Police Department
Cyber-attack Control Center
Japan Cybercrime Control Center (JC3)
Japan Network Security Association (JNSA)
Information-technology Promotion
Agency (IPA) of Japan
Other organizations

Support members

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The environment■ Reviewing Rules and Regulations to Enhance■ Complying with International Laws and

The Toppan Group’s rules and regulations on information

To address globalized business operations, Toppan specifies Group-

27001 standards for information security management systems

with the core principles of the General Data Protection Regulation

Information Management Systems

Regulations on Personal Information Protection

wide standards on personal information protection in accordance

management have been established based on the ISO/IEC(GDPR) issued by the EU. Toppan seeks to handle personal(ISMS) and comply with the JIS Q 15000 standards for personal

information in conformance with the applicable legislation of every

information protection management systems (PMS). To sustain

country where Group sites operate.

its ISMS and PMS, Toppan needs to ensure robust corporate

The People’s Republic of China, in particular, has established agovernance over the entire Group, including overseas sites, and torespond to emerging requirements in such areas as cyber security,

Cyber Security Law (commonly referred to as the China Internet

Toppan therefore formulated a scheme to extensively review thecomply with various complex rules, including multifarious clauses

Security Law) that requires entities doing business in China todata utilization, the IoT, and globalization.

on the handling of personal information. Toppan is closely checking

Group’s existing rules and regulations in fiscal 2019. Updates based

the compliance status of Group subsidiaries in China, identifying

on this scheme will be effected in fiscal 2020.

issues to address, and setting priorities, with plans to make
improvements by the end of fiscal 2021.

■ Tightly Secured Areas Designated for the■ Tightly Secured Areas Where Personal
Information Is Handled (as of March 31,
Tightly Secured Areas Where Personal Information Is Handled2020)(as ofMarch 31, 2020)

Handling of Personal Information

Operations involving the use of confidential materials in the

Toppan Group are conducted exclusively within a closed network
environment in physically isolated, tightly secured workplaces

where the comings and goings of employees through entrances

Kansai(15 areas)other forms of misconduct inside of the Group, and unauthorized

Chugoku & Shikoku(4 areas)

and exits are monitored to minimize the risk of fraudulent acts andaccesses from outside of the Group. Strictly controlled operations

Hokkaido(2 areas)
Higashinihon(2 areas)

Kyushu(3 areas)

include the handling of personal information (e.g., individual

Kanto(74 areas)

identification numbers under Japan’s Social Security and Tax

Chubu(4 areas)

Number System) and the production and handling of security
printing products with monetary value.

The Group has been constantly and regularly monitoring andauditing these operations to respond to customer requests forstrengthened procedures to prevent information leaks.

Toppan found no instances of unauthorized information removal

in fiscal 2019, putting it on track to achieving the Group’s mediumterm goal of zero unauthorized information-removal incidents
through to the end of fiscal 2025.

■ Organizing Cyber-attack Reporting Drills■ Preparing for the Tokyo 2020 Games

Toppan has introduced reporting drills as a defense against cyber-

The Olympic and Paralympic Games, large-scale sporting festivals,

attacks, in addition to regular drills on the handling of virus-

are easy targets for organized criminals.

infected emails, to keep the Group on the alert for cyber security.

Toppan Printing, a Tokyo 2020 Official Partner, gathers

Toppan requested every Group employee using the Group’s

information to upgrade its safeguards against organized crime andon their PCs and smartphones. One hundred percent of email-National center of Incident readiness and Strategy for Cybersecurity

email system to add a shortcut icon for reporting suspicious emails

takes part in anti-cyber-attack simulation drills organized by thesystem users added the icon after receiving emails instructing and(NISC) of Japan.

reminding them to do so.

These cyber drills were implemented in Toppan Printing Co., Ltd.

■ Group-wide Warnings on BEC

and 12 Group entities to ensure that Group employees will more

A surge of fraudulent emails posing as ordinary business emails

readily notice and report incidents of business email compromise(BEC) as soon as they occur.

has been causing extensive damage throughout the world. Toppan

attacks in fiscal 2019. The Group’s medium-term goal is to maintainin fiscal 2019 by disseminating information on actual BEC cases

took action to combat business email compromise (BEC) incidents

Toppan found no instances of information leakage due to cyber-and reminders to Group companies, including related domestic

zero leakage incidents through to the end of fiscal 2025.

companies and overseas subsidiaries.

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Main Activities and Relevant Information

Information Security Training■ Intensified Training and Self-assessment
In fiscal 2019 Toppan continued to hold regular face-to-facesecurity practice or perform it imperfectly, they are encouraged tofoundations with regard to information security. For those whoto steadily improve their own vigilance.

training sessions to improve employee awareness and ethicalacquire sufficient knowledge on the issue and take necessary action

could not attend face-to-face sessions, the Group provided

e-learning-based programs or other virtual learning courses toconvey a fuller understanding of security management.

To maintain alertness on information security, Toppan has

reworked the Group’s existing information security survey into aself-assessment to enhance awareness on individual behaviors.
When employees come to recognize that they misunderstand a

Self-assessment report on information security(in Japanese)

Workplace precautions presented in a regulartraining course (in Japanese)■ Starting up Armoris to Develop Cyber Security■ Organizing Drills to Respond to Serious

The Toppan Group founded Armoris Co., Ltd., a company

In fiscal 2019 the Toppan Group began conducting drills toorganizations with programs to nurture cyber security specialists

caused primarily by cyber-attacks. When a major incident occurs,Specialists

Incidents

rehearse the actions to take in response to serious incidents

specialized in providing client companies and public-sector

an organization needs to address the incident immediately andand services geared to improving the security levels of theirappropriately and make important business decisions. Toppan

organizations. Armoris launched “DOJO,” a practical personnel

has therefore formulated a set of guidelines for actions to address

training program, in January 2020.

serious incidents and has implemented tabletop drills forArmoris developed DOJO with the help of experienced cybercoordination between relevant teams from the head office andsecurity specialists from not only Japan, but also the Republic ofbusiness divisions.

Estonia and the North Atlantic Treaty Organization (NATO), twoentities that have taken the initiative to secure the world fromcyber-attacks. DOJO offers training programs tailored to individual
skills and an environment suited to long-term, continual training.
Armoris will be using DOJO to further enhance the security

capabilities of individuals and organizations throughout Japan,
including the Toppan Group.

Serious incident drill

Overview of Armoris’s DOJO service in Japanese

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issuesConsumer Protection

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involvement anddevelopment

The environment■ Sharing Information on Cyber Security
Preparedness

In fiscal 2019 Toppan started quarterly cyber-security informationsharing sessions for Group personnel involved in information
security. Toppan aims to heighten the understanding of cybersecurity preparedness within and outside of the Group.

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Advanced Security Management■ Safety management measures for tightly
secured areas

The Toppan Group seeks to ensure and upgrade security levelsin the handling of personal information through regular internal
audits and day-to-day operational checks based on operationalrules prescribed for the tightly secured areas within the Group.

Two key components of Toppan’s security management regime

are internal audits to inspect operational management andmonitoring to detect fraudulent operations.

Operational management inspection through internal audits:

Surveillance camera

Dedicated auditors regularly inspect the installation, management,
and operation of tightly secured areas designated for the handlingof personal information. Managers assess and certify inspection

results to maintain and further enhance operational managementlevels across the Toppan Group.

Access control

Detection of fraudulent operations:Toppan basically prohibits Group employees from connecting any

external memory media to the PCs used within the tightly secured
areas. The Group’s monitoring center carries out operational log

analysis using log management systems. Whenever a potentiallyfraudulent log is detected, the center immediately notifies therelevant management personnel for verification.

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Third-party Certification
Toppan Printing Co., Ltd. and its Group companies have acquired
ISO/IEC 27001 certification for information security management
systems (ISMS), PrivacyMark accreditations under JapaneseIndustrial Standards (JIS) Q 15001:2017 for their personal

information protection management systems (PMS), and otherthird-party certifications.

■ PrivacyMark Accreditations( JIS Q 15001:2017)■ I SMS Certification (ISO/IEC 27001) for
Information Security Management Systems

Toppan Printing Co., Ltd.

10190891

Toppan Communication Products Co., Ltd.

24000216

Information & Communication Division (Toppan
Printing Co., Ltd.); Data Direction Center (Digital
Innovation Division, Toppan Printing Co., Ltd.);
Toppan Communication Products Co., Ltd.;
Toppan Graphic Communications Co., Ltd.

Toppan Graphic Communications Co., Ltd.

10190298

IC06J0151

Toppan Editorial Communications Co., Ltd.

24000308

Toppan Logistics Co., Ltd.

10450006

Toppan Travel Service Corp.

10450093

Toppan Group Kansai Business Center (Toppan
Forms Co., Ltd.)JQA-IM0137

Toppan Forms Co., Ltd.

10190934

Toppan INFOMEDIA Co., Ltd.

RB-IS14004

IS 530416

18860028

Asaka Plant and Shiga Plant (Toppan Printing
Co., Ltd.); Semiconductor photomask operations(Asaka Plant and Shiga Plant, Toppan Electronics
Products Co., Ltd.); Toppan Technical Design
Center Co., Ltd.

Toppan Forms Central Products Co., Ltd.

24000366

Toppan Forms Tokai Co., Ltd.

24000204

Toppan Forms Kansai Co., Ltd.

24000101

Toppan Forms Nishinihon Co., Ltd.
Toppan Forms Operation Co., Ltd.
Toppan Forms Logistics and Services Co., Ltd.

10820089

ONE COMPATH Co., Ltd.

IS 533218

10450002

Kyushu, Chugoku & Shikoku Team and ISMS
Promotion Committee (Information Security
Management, Nishinihon Division, Toppan
Printing Co., Ltd.)

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.

28000007Tokyo Metropolitan Government (T.M.G.)
Prepress Toppan Co., Ltd.

24000419

ONE COMPATH Co., Ltd.

24000445

Toppan Cosmo, Inc.

24000449

I308

Kansai Production Department (Toppan Graphic
Communications Co., Ltd.)IC13J0361

Higashinihon Division (Toppan Printing Co.,Ltd.)

IS 606897

Takino Manufacturing Department (Takino
Plant, Toppan Communication Products Co.,
Ltd.); Technology (Kansai Information &Communication Subdivision, Toppan Printing
Co., Ltd.)IC14J0376

Secure BPO Team (Chubu Division, Toppan
Printing Co., Ltd.); Chubu Production
Department (Toppan Graphic Communications
Co., Ltd.); Nagoya Plant (Toppan Communication
Products Co., Ltd.)IC17J0444

One undisclosed entity

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Complying with Laws, Regulations, Standards, and their Amendments
The Toppan Group complies with the amended Act on thesystems, the recently enforced EU General Data Protection

Industrial Standards (JIS) standard for accrediting PrivacyMark

world.

Protection of Personal Information of Japan, the revised JapaneseRegulation, and other information-protection legislation around the■ Complying with the Amended Japanese
Act on the Protection of Personal
Information■ Complying with the Revised JIS Q
15001:2017

The Toppan Group complies with the amended Act on the15001:2017, a standard for accrediting a business operator or otherIn 2017 the Japanese Standards Association (JSA) revised JIS Q
entity with an appropriate system for the protection of personalProtection of Personal Information enforced in May 2018 in Japan,

information. The Toppan Group has joined an inter-businessin line with a set of guidelines issued by the Personal Information

project to compile a handbook on the revised standard in order toProtection Commission of Japan. Toppan has revised the Group’s

spread the relevant information throughout the printing industry inpersonal information protection bylaws based on the amended

Japan. Toppan has also directed Group companies to formulate a

act and strived to prescribe the revised bylaws throughout thepersonal information protection system to meet the requirements

Group. The key revisions to the bylaws are additional rules onfor PrivacyMark accreditation under the revised standard.

the verification of appropriateness when obtaining personal
information, procedures for providing information to third parties,
and the handling of “anonymously processed information*.”Agreements on outsourcing operations have also been reviewed.
*Personal information that has been processed to ensure thatit cannot be used to identify a specific individual or otherwise
restored to its original form, as defined by the Act on theProtection of Personal Information of Japan.

■ Complying with the EU’s GDPR

■ Complying with PCI DSS for Credit
Card Information Management

The Toppan Group complies with the recently enforced General
Data Protection Regulation (GDPR), a piece of EU legislation that

The Toppan Group follows the principle of “not storing cardholder

imposes strict punitive actions, in line with the policies prescribeddata” for credit card issuance operations. The Group works toby the Personal Information Protection Commission of Japan.

comply with the Payment Card Industry Card Production (PCI

Based on the GDPR, Toppan has revised its bylaws, improved its

CP) and the Payment Card Industry Data Security Standard (PCI

existing data protection structure, and provided training to GroupDSS), a standard applied to the production of credit cards and aemployees. Toppan is also concluding standard contractual clauses

standard applied to the datacenters that store and manage card

(SCC) with its overseas Group affiliates for the transfer of personaldata, respectively.

data outside of the European Economic Area (EEA).

On Alert for Cyber Incidents
The critical factors to achieving cyber security are prompt detectionof cyber incidents and immediate response. The Toppan Group
carried out a series of cyber drills in fiscal 2019, in addition to
ongoing drills to rehearse the reporting of suspicious emails.

■ Suspicious Email Reporting Drill (in June)■ Suspicious Email Reporting Drill (in December)

Toppan conducts suspicious email reporting drills for GroupTo respond to an increase in business email compromise (BEC)

to include dispatched staff and subcontractors, as well. To prepareof suspicious emails, in December 2019. About 31,400 employees

directors and employees. In June 2019, the drills were expanded

incidents, the Toppan Group held a drill to rehearse the reportingfor this reporting drill, the Group requested all users of Toppan

from Toppan and Group companies took part. The drill led to aemail addresses (about 21,000 users in total) to add a shortcut link

steep improvement in the percentage of suspicious email reports

or icon that could be quickly clicked on their standing screens tosubmitted within one hour from email receipt.

report suspicious emails.

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issuesConsumer Protection

Community
involvement anddevelopment

The environment■ Serious Cyber Incident Drills (in December)
Toppan has prepared documentation outlining the procedures andactions to handle serious cyber incidents. In December 2019 theGroup organized read-through drills, along with tabletop drills towalk employees through simulated scenarios.

■ EDR for Detecting Suspicious Behaviors in PCs
The Toppan Group has prioritized a plan to install an endpoint

detection and response (EDR) application in the Windows tablet

Screenshot of the suspiciousemail report form on the
Toppan portal site (inJapanese)

PCs taken out of the office. The Group also plans to install thissecurity solution software on other types of device from here on.

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Involvement
involvement andDevelopment
development

The environment

Community
Involvement andDevelopment

Community Involvement and Development
Basic Approach
The Toppan Group engages in diverse social contribution activities

disclosure of information.” Every Group site organizes various

a view to addressing local issues and supporting the sustainablecommunity contribution activities as a community member.

focused primarily on the environment, education, and culture withsocial initiatives in full recognition of the importance of engaging indevelopment of communities. Basic Principle 9 of the Group’s

Conduct Guidelines emphasizes the value of “Building trust from

Conduct Guidelines
https://www.toppan.com/en/about-us/philosophy/conduct-guidelines.html

society through social contribution activities and appropriate

Main Activities

The Environment:
Conservation and Nurturing of Community Environments
Beautification and Cleanup around Operational Sites

Employee engagement

Employees at Group sites across Japan regularly beautify and clean
up the communities around them.

In Kitakatsushika, Saitama Prefecture, for example, theemployees of the Toppan Technical Research Institute venture out
into the community to carry out a monthly “Cleanup Operation.”

Every employee from the research institute helps to remove litterfrom the streets and public spaces of neighboring communities atleast once a year.

Toppan sites also cooperate with community members, NPOs,

NGOs, and other organizations to create better environments

through various community activities to beautify and clean up local
environments such as riversides and parks.

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Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Community
Involvement
involvement andDevelopment
development

The environment

Community
Involvement andDevelopment

Biodiversity-learning Events

Employee engagement

The Ecology Center in the head office Manufacturing Management

the Tama Zoological Park in Hino City, Tokyo and the Kurome River

Division collaborates mainly with community groups andnear Hamasaki-kurome Bridge in Asaka City, Saitama Prefecture.

environmental NPOs to organize events where people can learn

These and other events encourage employees, their families,

about biodiversity.

and other stakeholders to consider biodiversity and take steps toToppan employees and their families took part in various Group

conserve it in their communities.

biodiversity activities in fiscal 2019, such as nature workshops at

Activities in Fiscal 2019

● “Visiting a verdant village forest and making a kaleidoscopeat Tama Zoological Park”● “Observing wildlife and finding the names of creatures atDate: November 4, 2019

Kurome River!”Place: Tama Zoological Park (Hino, Tokyo)

Date: July 21, 2019

Place: Kurome River near Hamasaki-kurome Bridge

Participants: 24 employees and family members

Participants: 39 employees and family members*Toppan also held a health-promotion program using “aruku&,” awalking app operated by ONE COMPATH Co., Ltd., a Toppan Group
company.

Collaborator: Environmental NPO “SHU”(Asaka, Saitama)

Collaborator: Saitama Ecosystem Conservation Society

Participating in the UMIGOMI Zero WEEK Campaign

Employee engagement

Toppan participated in “UMIGOMI (marine debris) Zero WEEK,” aJapan-wide cleanup campaign organized as one of several activities
conducted under “Change for the Blue,” a joint project operated
by the Ministry of the Environment of Japan and The Nippon

Foundation (via its “Umi-to-Nippon [Ocean and Japan] Project”).

Toppan endorses this joint project’s aim of reducing environmental
pollution caused by the rapidly growing problem of marine debris.
Some 700 Group employees took part in the UMIGOMI ZeroWEEK cleanup campaign at 23 locations around operational sites
and plants, from June 5 to 7, 2019.

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development

The environment

Community
Involvement andDevelopment

Education:
Initiatives Sustained by Toppan Resources
Printing School

Employee engagement

Toppan Group sites in Bunkyo and Itabashi, Tokyo work together

shopping streets of Bunkyo and Itabashi.

workshop where students create guidebooks with reports on

students took part in the Printing School workshops in fiscalfrom Toppan lecture on efficient methods to gather and edit theelementary school students have taken part since the workshop waswith local elementary schools to run the Printing School, aTwenty-four Toppan employees and 90 elementary school

appealing points of area shopping districts. Younger employees

2019 (a cumulative total of about 170 Toppan employees and 520

information to be reported in the guidebooks. Once the guidebooks

launched in fiscal 2013).

are completed, the students hand them out in and around theActivities in Fiscal 2019● Printing School at Shimura 2nd Primary School (Itabashi,Tokyo)

Dates: October 8 - December 1, 2019 (7 workshops)

Participants: 24 Toppan employees, 90 elementary school
students

Printing School project for learning and growing together (in Japanese)
https://wao-koishikawa.com./project.php?pid=9

Culture:Sports Promotion and Support for the Arts and Culture
Printing Museum, Tokyo
The Printing Museum, Tokyo was established in 2000 to mark the100th anniversary of the founding of Toppan Printing Co., Ltd. In

Activities in Fiscal 2019

related to printing culture, held exhibitions and events focused on

・Graphic Trial 2019 “Exciting”

the years since, the museum has collected and researched materials● Exhibitions and events at the multipurpose P&P Gallery

printing, and organized a host of educational activities (such as the・Modern Japan Package 2019letterpress printing workshops at the “Printing House.”)・World Book Design 2018-19

To promote printing culture, for example, instructors at the

Printing House introduce neighborhood elementary school students

Related site:
https://www.printing-museum.org/en/exhibition/pp/

invited to take part in printing workshops hosted by the Printing

・“Letterpress Printing Workshop for Adults 2019”

to the craft of letterpress printing. Members of the public are also

● Lectures, workshops, etc.

Museum at libraries and museums across Japan.

・Spring HATO BUS*1 tour・Materials lent to the Setagaya Art Museum to show at an

exhibition in Setagaya, Tokyo (“An Editor’s Utopia—JIRO

ONO: William Morris, Shobunsha, Takayama Architecture
Seminar School”)

・Instructors dispatched to the Meiji University Liberty

Academy to lecture at a cultural course for continuing
education in Chiyoda, Tokyo・Materials lent to the Yokohama Museum of Art to show at

an exhibition in Yokohama, Kanagawa (“Following the Pathof Commodore Perry’s Arrival through Images”)

Printing Museum, Tokyo
https://www.printing-museum.org/en/

・Lecture at an academic conference on sumi (Indian ink)
held in Cheongju City, Korea

・Printing workshop at the Bunkyo Muse Festa in Bunkyo,
Tokyo・Printing workshop on the METI*2 Kids Day in the
Kasumigaseki administrative district in Tokyo*1 A leading bus tour operating in Tokyo*2 Ministry of Economy, Trade and Industry of Japan
Related site:
https://www.printing-museum.org/en/bottega/

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Community
Involvement
involvement andDevelopment
development

The environment

Community
Involvement andDevelopment

Toppan Hall
Toppan Hall is a symphonic concert hall that opened concurrently

philosophy of “contributing to fulfilling lifestyles as a mainstay ofwith the Printing Museum, Tokyo in 2000 to commemorate theinformation and culture.”

100th anniversary of the founding of Toppan Printing Co., Ltd. The

The Suntory Foundation for the Arts bestowed the Toppan

hall organizes and holds various recitals as a venue for musicalHall with the 47th Suntory Music Award in 2016 for its seminal

performances of high distinction.

programs as an outstanding contributor to the development of

The regular Lunchtime Concerts, for example, support talented

musical culture in Japan. Recitals organized by Toppan Hall itself

young musicians. Toppan Hall promotes the arts and culture

received especially high praise.

through these musical performances under the Group’s corporate

Activities in Fiscal 2019● 2018/2019 season performances(from September 2018 to August 2019):

https://www.toppanhall.com/en/concert/lineup/lineup1819.html● 2019/2020 season performances(from September 2019 to August 2020):

https://www.toppanhall.com/en/concert/lineup/lineup1920.html

Toppan Hall
https://www.toppanhall.com/en/

Toppan Charity Concerts
Toppan has continued to hold its annual Toppan Charity Concert

women, especially mothers who are raising young children or haveseries since 2008 as a social engagement activity that supports

children on the way.

global community initiatives to raise literacy rates in developing

Toppan has donated a cumulative total of 25,186,660 yen as ofcountries.

fiscal 2019 and aims to reach a total of 35 million yen by fiscal

Ticket revenue from the concerts has been donated to the Asia-

2025.

Pacific Cultural Centre for UNESCO (ACCU) to fund the SMILE
Asia Project for the support of literacy education for Cambodian

Activities in Fiscal 2019
● 12th Toppan Charity Concert
Dates: May 29 and June 6, 2019
Venue: Toppan Hall

Artists: Yasuji Ohagi (guitar) and Kazuma Miura (bandoneon)on May 29

Maki Mori (soprano) with Shigeto Yamagishi (piano)
11th Toppan Charity Concert

on June 6

Women learning literacy skills
under the SMILE Asia Project inCambodia

Donations: 1,508,677 yen

Toppan Charity Concerts
https://www.toppan.com/en/sustainability/
charityconcert/index.html

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Community
Involvement
involvement andDevelopment
development

The environment

Community
Involvement andDevelopment

SMILE ASIA Project in Cambodia: Engagement with Stakeholders
In February 2020 Toppan made a field trip to Cambodia to check up

students to learn more about the literacy education programs andliteracy education for Cambodian women using proceeds from thestakeholders (such as NGO members, village district officers, andthe benefits of acquiring literacy. The team also met with various

on the progress of the SMILE ASIA Project, an initiative to support

Toppan Charity Concert series. Educational facilities throughout

staff from district education departments) who support the local

management of the project and discussed the efforts underway, theCambodia, and the lives of many of the country’s educators, werechallenges facing the project, and other related issues.

destroyed in the 1970s by the Cambodian Civil War, the Vietnam

War, and the Pol Pot regime (Khmer Rouge). Women were deprivedof education for decades as a result, leading to a widespread literacy
problem. Many local women to this day forego school educationin order to raise their children and support their families. These

women remain illiterate, which poses an ongoing social challenge
for the country.

Toppan Charity Concerts (literacy education)
https://www.toppan.com/en/sustainability/charityconcert/index.html#literacy_eduction

The field trip team from Toppan sat in on literacy classes, visitedthe homes of former learners, and interviewed current and former

Graphic Trial
The Toppan Group promotes printing culture and supports theActivities in Fiscal 2019graphic design industry through Graphic Trial, an exhibition

that explores relationships between graphic design and the art● Graphic Trial 2019 “Exciting”—Exploring the Possibilities

of printing in search of new forms of expression. Artists at theof Graphic Design through Offset Printing

forefront of graphic design experiment with different offset-printing

Dates: April 13 - July 15, 2019

techniques every year to create posters for the exhibition. Graphic

Artists: Kaoru Kasai (art director at SUN-AD Co., Ltd.),

Trial is held at the multipurpose P&P Gallery in the Printing

Theseus Chan (art director at WORK Pte. Ltd.), Yui

Museum, Tokyo.

Takada (graphic designer at Allright Inc.), Satoru

Yamamoto (art director at Toppan Printing Co., Ltd.)
Related site:
https://www.printing-museum.org/en/exhibition/pp/190413/

Graphic Trial (in Japanese)
https://www.toppan.co.jp/biz/gainfo/gt/

Cosponsoring the Central Contest for Book Report Drawings
Toppan Printing Co., Ltd. continues to work with the Japan School
Library Association and The Mainichi Newspapers Co., Ltd. as a

Activities in Fiscal 2019

cosponsor of the Central Contest for Book Report Drawings, an● 31st Central Contest for Book Report Drawings

annual contest that cultivates the reading and creative skills ofAreas: 38 prefectures around Japan (excluding Yamaguchi

children by encouraging them to express their impressions of books

Prefecture and the eight prefectures of the Kyushu region)by drawing.

Pictures: 665,068 entries from 5,832 schools

In addition to providing ongoing support to the contest, Toppan

Related site (in Japanese):
http://www.dokusyokansoubun.jp/kansouga/prize30.html

produces and distributes a calendar featuring prize-winning works
to schools and other educational facilities across Japan. The prizewinning students also receive replicas of famous Japanese-style
paintings produced using Toppan technologies.

Prize-winning works from the 31st contest (Mainichi Shimbun newspaper on
February 28, 2020)

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Human rights

Labor practices

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practices

Consumer issues

Community
Involvement
involvement andDevelopment
development

The environment

Community
Involvement andDevelopment

Kanosei Art Project Exhibition
Toppan has been playing an active role in supporting and promoting
borderless art. Since fiscal 2018, Toppan has been collaborating

Activities in Fiscal 2019with an NPO called Support Center DREAM on the Kanosei Art● Kanosei Art Project Exhibition 2019

Project (“kanosei ” means “potential” in Japanese), a series of artistic

Dates: March 25 to April 25,

activities structured to encourage human resource development in2019

companies and the greater independence of persons with illnesses

Venue: Lobby (1F), Toppan

and disabilities.

Koishikawa Building,

Artworks created by borderless artists affiliated with the Support

Tokyo

Center DREAM were exhibited at two venues for the Kanosei Art

Toppan Koishikawa Buildingin Tokyo

Project Exhibition in fiscal 2019. The first was held in the Toppan

Koishikawa Building in Tokyo. The second was a special exhibition● Kanosei Art Project Exhibition in Choraku-ji 2019held at Choraku-ji Temple in Kyoto in cooperation with the Yoi-

Dates: November 15 to

Otera Research Institute (“yoi-otera ” means “good temples” inDecember 8, 2019Japanese).

Venue: Shoin (study room),

In recognition of the project, in fiscal

Choraku-ji Temple,

2019, the Tokyo Metropolitan Government

Kyoto

designated Toppan Printing Co., Ltd. as an
outstanding “kokoro-no (mental) barrier-

Choraku-ji Temple in Kyoto

free” supporter working to promote mental
barrier-free mindsets across society.

Popularizing Para-Sports

Employee engagement

Toppan promotes para-sports as a partner of the Tokyo 2020

Activities in Fiscal 2019

Paralympic Games and the Japanese Para-Sports Association(JPSA). The Company introduced an employee athlete program* in● Hands-on para-sports events for local communities and2014 to hire and support people specializing in sports, includingGroup employees

para-sports athletes.

Venues: Hokkaido, Saitama, Tokyo, Aichi, Hiroshima, and

SPORTRAIT . Toppan promoted para-sports in fiscal 2019 by

Sports: Wheelchair sports, boccia, etc.

Group employees.

● Para Relay Race held in cooperation with Japan Para

Toppan also operates a para-sports information website called

Fukuoka Prefectures

holding hands-on para-sports events for local communities andAthletics (JPA)*Employee athlete program: Established in 2014 as a mechanism forpromoting sports and supporting employee athletes who participate ininternational tournaments and competitions. Toppan currently employs
six athletes (including two para-sports athletes).

Venues: 8 schools in the Tokyo metropolitan region

Sport: Para relay race (combining track & field events of the
Olympic and Paralympic Games)

Related site (in Japanese):https://www.toppan.co.jp/player/

Hands-on wheelchair sports program Toppan’s para-sports information
at the Saitama Sports Festival inwebsite SPORTRAIT（in Japanese）
Saitama
https://sportrait-web.com/

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Community
Involvement andDevelopment

Community-involvement Exhibition at a Local Library
As a member of the community, the Toppan Group values

Employee engagement

Fiscal 2019 Exhibition

communication with local residents.

The Takashimadaira Library is located in Itabashi, a Tokyo

Dates: September 3-29, 2019neighborhood where several Toppan plants and offices are based.

Venue: Itabashi Municipal Takashimadaira Library 1F,

With the library’s permission, Toppan holds an annual exhibition

Tokyo (glass case at the main entrance; glass case at

to show Itabashi neighbors how the Group is supporting thethe south entrance; community information corner)

community through a book culture campaign, support programs for

Visitors (*daily average during the period): 1,510

activities.

・Letterpress printing from the Printing Museum, Tokyo

the physically and mentally disabled, and other social engagement

Exhibits:

・“Kanosei Art Project” to promote the independence of
persons with illnesses and disabilities

・Support for the participation and advancement of people

with disabilities (Tokyo Metropolitan Government [T.M.G.]
Prepress Toppan Co., Ltd.)・“Printing School” workshops

Letterpress printing exhibit fromthe Printing Museum, Tokyo

more

Kanosei Art Project exhibit

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involvement andDevelopment
development

The environment

Community
Involvement andDevelopment

Major Community Contribution Activities at Operational Sites
The Environment

CultureEducation

Community

Conservation and nurturingof community environments

Sports promotion and support for thearts and culture for the community

Initiatives sustained by
Toppan resources

Initiatives conducted with community
groups, NPOs, NGOs, etc.

■ Major Community Contribution Activities at Domestic Sites (fiscal 2019)
Site

Location

Theme

Activity

The environment ・Participation in community cleanup activities (e.g., concerted cleanup campaigns in Chiyoda)
CultureAkihabara(Head office)Chiyoda, Tokyo
Community

・Participation in and cooperation with community festivals and events (e.g., Torigoe festival; summer-evening festival ineastern Akihabara)
・Participation in anti-disaster and fire-safety campaigns in the community (e.g., fire-prevention activities organized by the
Ueno Fire-response Squad)・Participation in fire drill competitions organized by the Kanda Fire Department
・Welcoming of community members, etc. to in-house events (e.g., beer festivals)
・Blood donation drives

Culture・Lectures at neighboring elementary schools by Takashi Sanada, a Toppan employee athlete who competes in wheelchairtennis・Involvement in activities organized by an association to maintain the Koishikawa Korakuen Garden
・Co-sponsorship of and cooperation with community festivals and events

・Co-sponsorship of radio calisthenics events for children organized by neighborhood associations during summer vacation
Koishikawa

・Involvement in community safety-promotion activities (e.g., registration as a temporary shelter to protect children from
crimes and other dangers)

Bunkyo, Tokyo
Community

・Cooperation with anti-disaster campaigns in the community (incl. provision of site spaces for evacuation drills; opening of
the site parking area in stormy weather)・Opening of site facilities and premises to neighborhood association members, etc.
・Blood donation drives
・Co-sponsorship of radio calisthenics events for children during summer vacation

Shibaura

Honjo

Minato, Tokyo

Sumida, Tokyo

Culture・Co-sponsorship of and cooperation with community festivals and events (e.g., Shibaura festival; Shibaura canal festival)

The environment

・Employee initiative to practice the Japanese custom of uchimizu (the watering of sidewalks to combat the summer heat)around the site during a month-long uchimizu campaign in Sumida

・Cleanup of roads around the site (joined in the UMIGOMI Zero WEEK campaign to tackle marine debris)

Culture・Cooperation with community festivals and events (e.g., Ushijima Shrine festival)

Community

・Cooperation with anti-disaster campaigns in the community (incl. provision of evacuation spaces and water supply)・Blood donation drives

Community

・Blood donation drives

Nakanoshima

Osaka City,
Osaka
Prefecture

Sugito (Toppan
Technical
Research
Institute)

Kitakatsushika,
SaitamaPrefecture

The environment ・Community “Cleanup Operations” by employees (monthly)
Community

・Welcoming of community members, etc. to in-house events (e.g., beer festivals)
・Blood donation drives

Sapporo Plant

Sapporo City,
Hokkaido
Prefecture

Education

・Plant tours for students from neighboring elementary schools

Community

・Blood donation drives

Chitose Plant

Chitose City,
Hokkaido
Prefecture

Sendai Plant

Sendai City,
MiyagiPrefecture

The environment ・Litter removal from the streets and public spaces around the site
The environment

・Cleanup of areas around the site (joined the UMIGOMI Zero WEEK campaign)
・Employee participation in community cleanup activities (e.g., Nanakita river cleanup campaign)

Education

・Practical training sessions for students from nursing schools

Community

・Participation in disaster response training sessions organized by the Izumi Fire Department
・Blood donation drives

The environment ・Beautification and cleanup activities led by employees around the site (monthly)

Niigata Plant

Shibata City,
Niigata
Prefecture

Education

・Practical training at the plant for students from neighboring high schools

Community

・Welcoming of community members, etc. to in-house events (e.g., beer festivals)
・Participation in and cooperation with safety promotion activities in the community
・Opening of the site gym
・Blood donation drives
・Social gatherings with local governments

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Labor practices

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practices

Consumer issues

Community
Involvement
involvement andDevelopment
development

The environment

Community
Involvement andDevelopment

Site

Mito Plant

Location

Mito City,
IbarakiPrefecture

Theme

Activity・Employee participation in community cleanup activities (at the Sakura river, Yokoyama Taikan Memorial Park, andHitachiyama Memorial Park in Mito city)
The environment
・Beautification and cleanup activities led by employees around the site (two or more times a month)
Culture・Co-sponsorship of community festivals and events

Education

・Plant tours and support for students from neighboring elementary schools
・Practical training sessions for students at special schools in the community

Community

・Blood donation drives

The environment ・Beautification and cleanup activities led by employees around the site
Culture・Cooperative support and site-facility provision for community festivals and events
・Provision of learning opportunities on printing and packaging in cooperation with neighboring elementary schools (incl. aworkshop to produce original printed materials)

Education

・Cooperation with and co-sponsorship of a puzzle-solving hunt (kids move from one company booth to another to collect thepieces of a puzzle) hosted by a local youth organization
・Plant tours for students from neighboring elementary schools

Gunma Central Ora, Gunma
Plant
Prefecture

・Plant tours for the members of social welfare councils in the community
・Welcoming of community members, etc. to in-house events (e.g., beer festivals)

・Support for a vehicle wrap advertising project using nursery school and kindergarten buses in the community
Community

・Co-sponsorship of charity bazaars organized by local elementary schools
・Cooperation with anti-disaster campaigns in the community (incl. provision of evacuation spaces)
・Co-sponsorship of local social welfare councils
・Blood donation drives

・Donation to the Japanese Red Cross Society
The environment ・Beautification and cleanup activities led by employees around the site (monthly)

Fukaya Plant

Satte Plant

Fukaya City,
SaitamaPrefecture

Satte City,
SaitamaPrefecture

Education

・Practical training sessions for students on public health at companies
・Working experience sessions

Culture・Co-sponsorship of sports events in the community (e.g., Fukaya City Half Marathon)Community

・Welcoming of community members, etc. to in-house events (e.g., beer festivals)
・Blood donation drives

The environment ・Beautification and cleanup activities led by employees around the site (weekly)
Community

The environment
Ranzan Plant

Hiki, Saitama
Prefecture

・Welcoming of community members, etc. to in-house events (e.g., beer festivals)
・Cooperation with anti-disaster campaigns in the community (e.g., provision of evacuation spaces)
・Blood donation drives

・Beautification and cleanup activities led by employees around the site (incl. participation in the UMIGOMI Zero WEEK
campaign)
・Participation in community cleanup activities (e.g., a campaign organized by an association of companies in the Ranzan
Hanamidai industrial complex)

Culture・Participation in, cooperation with, and co-sponsorship of community festivals and events

Community

・Welcoming of community members, etc. to in-house events (e.g., beer festivals)
・Participation in training sessions on indoor hydrant operation organized by the Hiki Wide Area Fire Department
・Blood donation drives

The environment ・Community “Cleanup Operations” by employees (monthly)

Sakado Plant

Asaka Plant

Sakado City,
SaitamaPrefecture

Niiza City,

Asaka Securities Saitama
Prefecture
Printing Plant

Kawaguchi
Plant

Culture・Co-sponsorship of community festivals, events, etc. (e.g., Sakado “Yosakoi” festival)

Community

・Participation in traffic safety campaigns in the community
・Welcoming of community members, etc. to in-house events (e.g., beer festivals)
・Co-sponsorship of community festivals and events
・Opening of the site tennis courts to the community
・Blood donation drives

・Beautification and cleanup activities led by employees around the site (weekly)
・Biodiversity conservation at the biotope on the site
The environment ・Provision of environmental lectures and learning opportunities for teachers in Saitama prefecture and students fromneighboring elementary schools (incl. biotope tours)
・Meeting with community members to report environmental initiatives
Education

・Plant tours for students from neighboring elementary schools

Community

・Welcoming of community members, etc. to in-house events (e.g., beer festivals)
・Participation in training sessions on indoor hydrant operation organized by the Southwest Regional Fire Department in
Saitama prefecture
・Opening of the site gym to the community
・Blood donation drives

The environment

・Beautification and cleanup activities led by employees around the site (monthly)・Meeting with community members to report environmental initiatives

Kawaguchi City,
CultureSaitamaPrefecture
Community

・Participation in and co-sponsorship of community festivals and events
・Welcoming of community members, etc. to in-house events (e.g., beer festivals)
・Participation in fire-fighting drills organized by the Kawaguchi Fire Department
・Participation in sports and other events in the community

The environment ・Beautification and cleanup activities led by employees around the site (monthly)

Kashiwa Plant

Kashiwa City,
Chiba
Prefecture

Culture・Cooperation with and co-sponsorship of community festivals and events (e.g., Kashiwa festival)

Education

・Plant tours and practical training sessions for students from neighboring elementary and junior high schools

Community

・Welcoming of community members, etc. to in-house events (e.g., beer festivals)
・Participation in fire-response competitions organized by a fire-protection association in Kashiwa city
・Blood donation drives

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Consumer issues

Community
Involvement
involvement andDevelopment
development

The environment

Community
Involvement andDevelopment

Site

Location

Sodegaura City,
Sodegaura Plant Chiba
Prefecture

Theme
The environment

・Donation of used cardboard for events at neighboring elementary schools

Education

・Plant tours for students from neighboring elementary schools

Community

・Provision of water to neighboring communities during utility outages caused by rainstorms and typhoons

The environment

Itabashi Plant

Activity
・Beautification and cleanup activities led by employees around the site

・Beautification and cleanup activities led by employees around the site (monthly)・Participation in environmental trade fairs in Itabashi (e.g., trade fair at the Eco-polis Center)

Culture・Participation in and cooperation with community festivals and events

Education

・Printing School workshops held in cooperation with neighboring elementary schools

Itabashi, Tokyo

・Welcoming of community members, etc. to in-house events (e.g., beer festivals)
Community

・Participation in anti-disaster and fire-safety activities in the community (e.g., disaster prevention drills; fire-prevention
activities organized by the Shimura Fire-response Squad)・Participation in and support for anti-disaster and fire-prevention activities held by neighboring elementary schools
・Traffic safety patrols (cooperation with a traffic-safety association in Shimura, Itabashi)
・Blood donation drives

Hino Plant

Hino City,Tokyo

The environment
Community
The environment

Sagamihara
Plant

CultureSagamihara
Education
City, Kanagawa
Prefecture
Community

・Beautification and cleanup activities led by employees around the site (weekly)
・Participation in the UMIGOMI Zero WEEK campaign

・Participation in and cooperation with traffic safety campaigns in the community
・Blood donation drives

・Involvement in environmental conservation activities in the community (organized by a society focused on environmental
improvement in Sagamihama)・Cooperation with community festivals and events (e.g., Mitake Shrine summer festival)
・Plant tours for students from neighboring elementary schools
・Welcoming of community members, etc. to in-house events (e.g., beer festivals)
・Participation in safety-promotion and anti-disaster activities in the community
・Opening of the gym and green area at the site
・Blood donation drives

Mikkabi Plant

Hamamatsu
City, Shizuoka
Prefecture

Education

・Plant tours and practical training sessions for students from neighboring high schools

Culture・Cooperation with and co-sponsorship of community festivals and events (incl. Mikkabi fireworks display)

The environment

Nagoya Plant

Nagoya City,
Aichi
Prefecture・Beautification and cleanup activities led by employees around the site

・Employee participation in the Fujimae Tidal Flat Cleanup Campaign held in the community

Culture・Support for and co-sponsorship of community festivals and events

Education

・Organization of extracurricular study programs at neighboring elementary schools

Community

・Co-sponsorship of traffic safety campaigns organized by the Aichi Prefectural Nishi-ward Police Station in Nagoya City・Participation in and cooperation with traffic safety campaigns in the community
・Participation in and cooperation with fire-safety activities and anti-disaster drills in the community

Matsusaka
Plant

Matsusaka City,
The environment ・Beautification and cleanup activities led by employees around the site
Mie Prefecture

Mie Plant(Kameyama)

Kameyama
City, Mie
Prefecture

Mie Plant(Hisai)Tsu City, Mie
Prefecture

The environment

・Beautification and cleanup activities led by employees around the site
・Participation in the UMIGOMI Zero WEEK campaign

Community

・Participation in and cooperation with traffic safety campaigns in the community
・Blood donation drives

The environment

・Beautification and cleanup activities led by employees around the site
・Participation in the UMIGOMI Zero WEEK campaign

Community

・Participation in and cooperation with traffic safety campaigns in the community
・Blood donation drives

The environment ・Beautification and cleanup activities led by employees around the site (monthly)

Ebie Plant

Oyodo Plant

Shiga Plant

Osaka City,
Osaka
Prefecture

Osaka City,
Osaka
Prefecture

Higashi-omi
City, Shiga
Prefecture

Culture・Co-sponsorship of community festivals and events (incl. Namba Yasaka Shrine summer festival; Fukushima-ward festival)

Education

・Plant tours of newspaper production facilities mainly for students from local elementary and junior high schools

Community

・Involvement in safety promotion activities in the community (incl. registration as a temporary shelter to protect children
from crimes and other dangers)
・Cooperation with anti-disaster campaigns in the community (incl. emergency stockpile storage; registration of a tsunami
evacuation facility)
・Blood donation drives

The environment

・Beautification and cleanup activities led by employees around the site (monthly)・Donation through the ecoCAP campaign sponsored by the Japan Committee “Vaccines for the World’s Children” (JCV)

Education・Work experience programs

Community

・Blood donation drives

The environment

・Beautification and cleanup activities led by employees around the site (monthly)・Aluminum can collection to donate to the Higashi-omi-shi Child Future Dream Fund

Education

・Practical training sessions for students from neighboring junior high schools

Community

・Welcoming of community members, etc. to in-house events (e.g., beer festivals)
・Participation in and cooperation with traffic safety campaigns in the community
・Blood donation drives

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Human rights

Labor practices

Fair operating
practices

Consumer issues

Community
Involvement
involvement andDevelopment
development

The environment

Community
Involvement andDevelopment

Site

Location

Takino Plant
TakinoSecurities
Printing Plant

Theme

Activity

The environment ・Beautification and cleanup activities led by employees around the site (monthly)
Kato City,
Hyogo
Prefecture

Culture・Cooperation with and co-sponsorship of community festivals and events (e.g., seasonal flower festivals; the ayu [sweet fish]
festival)

Education

・Plant tours for students from neighboring high schools

Community

・Blood donation drives

The environment ・Beautification and cleanup activities led by employees around the site (monthly)
Kanzaki, Hyogo Culture
Fukusaki Plant
Prefecture

Kobe City,
Kansai Bottling
HyogoCo., Ltd.
Prefecture

・Co-sponsorship of community festivals and events

・Donation to and cooperation with sports and other events in the community (e.g., the Hyogo Ichikawa Marathon in Ichikawa
town; a nature trail walking event in Fukusaki town)

Education

・Employment orientation sessions for students from neighboring high schools

Community

・Blood donation drives

The environment ・Beautification and cleanup activities led by employees around the site
Culture・Co-sponsorship of community festivals and events

The environment ・Beautification and cleanup activities led by employees around the site

Fukuyama
Plant

Kochi Plant

Fukuyama City,
Hiroshima
CulturePrefecture

Nankoku City,
Kochi
Prefecture

Koga City,
Fukuoka Plant Fukuoka
Prefecture

The environment

・Employee participation in community activities to clean up, beautify, and conserve local rivers (e.g., grass burning on
Kokubu river banks)

Education

・Plant tours for community members and local government officials
・Plant tours for students from elementary schools, junior and senior high schools, and universities in Kochi prefecture;classes and lectures held at their schools

Community

・Blood donation drives

The environment ・Beautification and cleanup activities led by employees around the site (monthly)
Education

・Plant tours for neighboring community members

Community

・Participation in and voluntary support for disaster-prevention drill competitions in the community
・Blood donation drives

The environment
Saga Plant

Kanzaki, Saga
Prefecture

・Co-sponsorship of community festivals and events (e.g., Fukuyama summer festival)

・Beautification and cleanup activities led by employees around the site (monthly)・Cleanup activities to prepare for the Yoshinogari Furusato Fire Festival

Culture・Cleanup activities to prepare for the Yoshinogari Furusato Fire Festival

Education・Work experience programs for students from neighboring junior high schools

Community

・Opening of site facilities to the community

The environment ・“Cleanup Operations” (beautification and cleanup activities) led by employees around the site
Kumamoto
Plant
Tamana Plant

Tamana City,
Kumamoto
Prefecture

Culture・Co-sponsorship of community festivals and events (e.g., Tamana summer-fireworks display)

Education・Work experience programs for students from neighboring junior and senior high schools

Community

・Participation in health and safety councils in the community
・Blood donation drives

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Labor practices

Fair operating
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Consumer issues

Community
Involvement
involvement andDevelopment
development

The environment

Community
Involvement andDevelopment

Kansai area

Chubu area

Hokkaido & Tohuku areas

The environment ���15 cases

The environment ��� 3 cases

The environment ��� 3 cases

Culture �������� 8 cases

Culture……………………… 2 cases

Education…………………… 2 cases

Education������� 8 cases

Education������� 4 cases

Community ������ 3 cases

Community ������19 cases

Community ������ 8 cases

Chugoku & Shikoku areas
The environment………… 2 cases
Culture……………………… 3 cases
Education…………………… 3 cases
Community………………… 3 cases

Lecture for students at aneighboring high school(Kochi Plant)

Kanto area

Kyushu & Okinawa areas
The environment ����������9 cases
Culture…………………………………………4 cases

The environment………… 33 cases

Education������ 19 cases

Culture �������� 23 cases

Community ����� 70 cases

Practical training session
for students on publichealth at companies(Fukaya Plant)

Education��������������5 cases

In-house event that
Training session on
children and otherindoor hydrant operation
members from theorganized by the Hiki Widecommunity are encouraged Area Fire Department
to join (Satte Plant)(Ranzan Plant)

Community �������������8 cases

Beautification andcleanup activity byemployees around thesite (Kumamoto Plant)

Blood donation drive(Kumamoto Plant)

Beautification and cleanup Plant tour and practicalactivity by employees
training session
around the site (Kawaguchi for students from a
Plant)
neighboring school(Kashiwa Plant)

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Community
Involvement
involvement andDevelopment
development

The environment

Community
Involvement andDevelopment

Major Community Contribution Activities at Overseas Sites（fiscal 2019）
Siam Toppan Packaging Co., Ltd. (Thailand)
Used Goods Market Run
Community
by People with Disabilities
Provided site spaces as venues for a used goods
market run by people with disabilities.

Fight for the
Mangrove Forests

The Environment

Dispatched employees to plant 100 mangrove trees ina mangrove forest in Samut Songkhram province.

Children’s Day Donation

Community

Donated stationery and other items to children on
Children’s Day, the second Saturday of January.

PT. Indonesia Toppan Printing (Indonesia)

Donation for Orphans

Community

Donated to an orphanage in Tibitung, Bekasi
province.

Donation to
the Community

Community

Made donations to the community to repair anaqueduct.

PT. Plasindo Lestari (Indonesia)
Ambulance Donated to
the Community

Community

Donated one ambulance to the community to help
locals travel to hospitals and health facilities.

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Labor practices

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involvement anddevelopment

TheThe Environment
environment
Fundamental Approachto the Environment

Fundamental Approach to the Environment
Basic ApproachWith the growing awareness of environmental conservation

The Toppan Group Declaration on the Global
Environment

throughout the world in the 1990s, the scope of environmental
issues to be tackled by businesses grew significantly. Toppan

reorganized its previous structure for environmental conservation

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

by establishing the Ecology Center in 1991 and formulating its
Declaration on the Global Environment, a basic philosophy

for environmental conservation activities, in 1992. Toppan has

promoted environmental initiatives based on the declaration everBasic Principles

since.

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

The Toppan Group targets the creation of a sustainable society

where all forms of life in the global ecosystem can coexist into the
future. In April 2009, the Group revised the Declaration on the

Global Environment into The Toppan Group Declaration on the
Global Environment, a new basic philosophy for environmental
activities applied to the entire Group. The revised declarationreflects Toppan’s more assertive approach to the conservation of the
global environment.

Formulated in April 1992
Revised in April 2009

The Toppan Group Declaration on the Global Environment
https://www.toppan.com/assets/pdf/sustainability/
The_Toppan_Group_Declaration_on_the_Global_Environment.pdf

Promotion Framework■ Promotion Structure■ Environmental Management Organization

The Board of Directors is the highest-level body responsible for the
Toppan Group’s environmental management. The board appoints a
director to head the Ecology Center, an organization that oversees

Board of Directors

Toppan’s environmental conservation initiatives by supervising,Director in charge of the Ecology Center

evaluating, and verifying environmental activities undertaken
throughout the Group and reporting results to the Board of

Ecology Center

Directors.

The Toppan Group has established an environmental

Operational sites

conservation framework in which the heads of every division,
Group company, and operational site are positioned as theEnvironmental Management Oﬃcers

personnel chiefly responsible for environmental efforts. These

Eco-protection Promotion Committees

heads appoint Environmental Management Officers to steer theactual implementation of conservation activities carried out at their

Subcommittees

sites and collaborate to propel environmental initiatives throughout
the divisions.

To accelerate the initiatives, these officers have set up Eco-protection Promotion Committees, bodies composed of persons
relevant to the environment across the departments. The

committees promote environmental conservation activities at

Group sites and manage progress. For advanced environmental

measures, the committees have convened multiple subcommittees
to formulate necessary responses to specific environmental issues.

Energy Subcommittees, for example, pursue energy-saving efforts to
help mitigate global warming.

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Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment
Fundamental Approachto the Environment■ Environmental Management Systems
decides a set of site-specific, single-year targets based on the

The Toppan Group has established environmental management

Group-wide targets and develops current-year measures withsystems (EMSs) based on ISO 14001.

authorization from the Board of Directors. These site-specific

A PDCA cycle of planning, support and operation, performancetargets are treated as key performance indicators for managing theevaluation, and improvement serves as a core part of the ISO

progress of environmental conservation activities carried out at

14001-based EMSs to ensure ongoing improvement.

individual sites. The Ecology Center also manages the monitoring ofGroup sites maintain their EMSs through management systemsoil and groundwater pollution, ascertains the results, and discloses

audits by ISO 14001 registrars, internal audits (of legal compliance)

the details.

by the Ecology Center, and other internal environmental audits at
individual sites.

The Ecology Center aggregates evaluations of environmental

More details on ISO 14001 environmental management system certification(in Japanese)
https://www.toppan.co.jp/about-us/our-corporate-approach/iso/iso14001.html

performance as the organization responsible for overseeing

the Toppan Group’s environmental conservation activities. The
evaluation results are assured by an audit firm (independent

Independent Assurance Reporthttps://www.toppan.com/assets/en/pdf/sustainability/2020/
csr2020_detail-en.pdf#page=130

assurance provider) and reported to the Board of Directors. The
center discloses the verified performance data via the Toppan

Monitoring Soil and Groundwater Pollution
https://www.toppan.com/assets/en/pdf/sustainability/2020/
csr2020_detail-en.pdf#page=119

corporate website and other communication channels.

For environmental targets, in particular, the Ecology Center■ Management Cycle under ISO 14001:2015
Internal andexternal issues

Needs andexpectations ofinterested parties

Context of the organization
Scope of the environmental management system
P
Planning
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

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

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Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment
Fundamental Approachto the Environment■ Environmental Education■ Environmental Communication

The Toppan Group implements various measures to improve the

The Toppan Group develops Environmental Communication

to the environment, priority topics for year-by-year environmental

stakeholders through integration into the communities, along withenvironmental literacy of employees based on social trends related

Activities to share environmental conservation awareness withactivities, and other environment-related issues.

environmental education for Group employees and non-Toppan

Toppan has been holding sessions for rank-based training,

individuals. Toppan has been organizing a host of environmental

optional training, and internal auditor training. The rank-

communication activities such as industry-government-academia-

based training includes both group sessions and Company-wide

civil society projects, the disclosure of environmental performancedata on the Toppan website, the publication of Site Eco Reports for

e-learning programs. The Group also organizes regular training on
Eco-creativity Activities for employees in sales departments.

surrounding communities and local governments, neighborhood
meetings to report on the Group’s environmental efforts, andparticipation in eco-exhibitions and environmental consortiums.

■ Medium-and-long-term Environmental Targets of the Toppan GroupAs the highest-level body responsible for environmental management

rise this century to no more than 2℃ above the pre-industrial level.

head the Ecology Center, an organization responsible for overseeing

Science Based Targets initiative (SBTi), a partnership between thein the Toppan Group, the Board of Directors appoints a director to

Toppan’s GHG-emission reduction targets have been approved by thethe Group’s environmental conservation initiatives. The appointed

CDP, UN Global Compact, World Resources Institute (WRI), anddirector supervises the center’s work to establish a set of medium-

World Wildlife Fund (WWF).

and-long-term environmental targets. Toppan has set fiscal 2030

targets for greenhouse gas (GHG) emission reduction for the entire

Medium-and-long-term Environmental Targets of the Toppan Grouphttps://www.toppan.com/assets/en/pdf/sustainability/2020/
csr2020_detail-en.pdf#page=98

Group, including domestic and overseas sites, in order to meet thegoal of the 2015 Paris Agreement: to keep the global temperature■ Medium-and-long-term Greenhouse Gas Emission Reduction Targets for Fiscal 2030 (for All Group Sites)
Scope 1 (Direct emissions from industrial processes or
fuels consumed at the Toppan Group)+ Scope 2 (Indirect emissions associated with theconsumption of electricity, heating, or cooling purchasedor acquired by the Group)

Scope 3 (Indirect emissions notincluded in Scope 2, associated withbusiness operations throughout theentire value chain of the Toppan
Group)● Reduce by 30% compared to the ﬁscal 2017 level● Reduce by 20% compared to the ﬁscal

2017 level■ Medium-term Environmental Targets for Domestic Sites
As a participant of the voluntary action plans and other initiatives

and an atmospheric VOC emission target for the conservation ofJapan Federation of Printing Industries (JFPI), the Toppan Group

Toppan Printing Co., Ltd. and its manufacturing subsidiaries indeveloped by the KEIDANREN (Japan Business Federation) andthe atmospheric environment. These indicators are calculated forhas established medium-term environmental targets for three

Japan.

management indicators at domestic sites for fiscal 2020: a CO2

Medium-term Environmental Targets for Domestic Sites
https://www.toppan.com/assets/en/pdf/sustainability/2020/
csr2020_detail-en.pdf#page=99

emission target for the mitigation of global warming, a final landfill
waste disposal target for building a recycling-oriented society,■ Medium-term Environmental Targets for Fiscal 2020 (for Domestic Sites)❶ Mitigation of global warming❷ Action for building a recyclingoriented society❸ Conservation of the atmosphericenvironment● Reduce CO2 emissions by 30% compared● Reduce ﬁnal landﬁll waste disposal by● Reduce VOC emissions into the atmosphereto the ﬁscal 2008 level(751 kt-CO2 → 530 kt-CO2: reduce by
221 kt-CO2)

95% compared to the ﬁscal 2008 level(1,584 t→ 80 t: reduce by 1,504 t)

94

by 70% compared to the ﬁscal 2008 level(7,326 t→ 2,198 t: reduce by 5,128 t)

TOPPAN Sustainability Report 2020

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Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment
Fundamental Approachto the Environment■ Managing Climate Change Risks■ Assessing Environmental Impact

Under the supervision of the director in charge of climate change

Toppan applies the “Life-cycle Impact assessment Method based

physical risks and formulates measures to manage them, while

the Group’s initiatives for achieving environmental targets haverisks, the head office Manufacturing Management Division clarifies

on Endpoint modeling (LIME)” to assess the degree to which

the Ecology Center in the Manufacturing Management Division

reduced its total environmental impact. This life cycle assessment

ascertains and analyzes a global picture of transition risks andallows the Group to consolidate INPUT and OUTPUT data on therelevant international legislation. Whenever necessary, specified

environmental burden associated with business activities into aphysical or transition risks are reported to the Director in Charge ofsingle index of environmental impact. The LIME provides Toppan

Risk Management and the Board of Directors.

with a quantitative view of how environmental impact is changing
from the base year.

Quantifying Environmental Impact based on LIME
https://www.toppan.com/assets/en/pdf/sustainability/2020/
csr2020_detail-en.pdf#page=100

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involvement anddevelopment

Consumer issues

The
The Environment
environment
Fundamental Approachto the Environment

Main Activities and Relevant Information

ISO 14001 Certification (57 systems at 101 sites, as of March 31, 2020)■ I SO 14001 Certification Obtained at Toppan Printing Co., Ltd. and Domestic Manufacturing
Subsidiaries (subject to the medium-term environmental targets)
Operational Site (Division or Manufacturing 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)
Fukusaki Plant [including Fukusaki Plant of Toppan Plastic Co., Ltd.] (Toppan Packaging
Products Co., Ltd.)Takino Site
Azusawa Site, Atago Site, Kawaguchi Site, Sagamihara Site, Numazu Site (Toppan Logistics Co.,Ltd.)
Gunma Central Plant (Toppan Packaging Products Co., Ltd.)
Mito Plant (Toppan Prosprint Co., Ltd.)
Fukuyama Plant (Toppan Communication Products Co., Ltd.)
Higashinihon Subdivision
Toppan Technical Research Institute
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.)
Kyushu Subdivision (Nishinihon Division of Toppan Printing Co., Ltd.)
Head office, Kansai branch (Toppan Techno Co., Ltd.)
Sodegaura Beverage Plant (Toppan Packaging Service Co., Ltd.)
Fukaya Plant (Toppan Packaging Products Co., Ltd.)
Chubu Division
Kochi Plant (Toppan Electronics Products Co., Ltd.)■ I SO 14001 Certification Obtained at Domestic
Subsidiaries
Operational Site (Group Company)
Total Media Development InstituteCo., Ltd.
Head office, Saitama Plant (Livretech
Co., Ltd.)
Fukushima Plant [including Takino
Plant, Sagamihara Plant] (Toppan
Infomedia Co., Ltd.)
Central Research Center (Toppan
Forms Co., Ltd.)
Toppan Forms Tokai Co., Ltd.
Toppan Forms Kansai Co., Ltd.
Toppan Forms Nishinihon Co., Ltd.
Toppan Forms Central Products Co.,Ltd.
Hino Plant (Toppan Media Printech
Tokyo Co., Ltd.)
Zama Plant (Toppan Media Printech
Tokyo Co., Ltd.)
Tosho Printing Co., Ltd.
Gunma Plant (Tamapoly Co., Ltd.)

Sanda Plant (Tamapoly Co., Ltd.)
Tochigi Plant (Tamapoly Co., Ltd.)

Registrar
JQA

Registration Date
July 1998

GCC

March 2000

SAI GLOBAL

February 2002

JQA

July 2002

JQA

October 2002

GCC

October 2002

JQA
GCC
GCC
GCC
JQA
GCC
SAI GLOBALJQASAI GLOBALGCCSAI GLOBALSAI GLOBALGCC
JQA
BUREAU VERITAS

July 2003
January 2004
October 2004
March 2005
May 2005
June 2005
December 2006
February 2007
March 2007
October 2008
March 2009
April 2009
March 2010
December 2010
February 2008

■ ISO 14001 Certification Obtained at Overseas
Subsidiaries

Registrar

Registration
Date

JSA

March 2001

Toppan Photomasks, Inc. Round Rock Site

LRQA

November 2001

Toppan Photomasks France S.A.S.

LRQA

October 2000

JCQA

July 2001

Toppan Chunghwa Electronics Co., Ltd.

SGS

October 2003

Toppan SMIC Electronics (Shanghai) Co., Ltd.

SGS

February 2007

JUSE

November 2001

Toppan Leefung Printing (Shanghai) Co., Ltd.

CCCI

April 2007

Toppan Leefung Packaging (Shanghai) Co., Ltd.

NQA

July 2008

JQA

March 2004

Toppan Leefung Changcheng Printing (Beijing)Co., Ltd.

ZDHY

November 2009

JQA
JQA
JQA

August 2004
April 2007
January 2005

Toppan Excel Printing (Guangzhou) Co., Ltd.

CNAS

May 2009

Toppan Yau Yue Paper Products (Dongguan)Co., Ltd.

Intertek

May 2016

JQA

September 2011

TUV

May 2007

JSA

November 2005

Shenzhen Giantplus Optoelectronics DisplayCo., Ltd.
Toppan Win Label Company Limited

CQC

November 2012

JACO

September 2009

CNAS

March 2009

Intertek
JQA

May 2003
February 2011

Toppan Leefung Packaging & Printing (Dongguan)Co., Ltd.
PT. Indonesia Toppan Printing

LRQA

November 2004

LRQA

February 2005

Ortustech (Malaysia) Sdn. Bhd.

BUREAU
VERITAS

September 2014

Toppan Security Printing 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

MASCI

April 2002

JQA
JQA

Group Company

Registrar

Toppan Yau Yue Packaging (Dongguan) Co., Ltd.

Toppan Leefung Printing Limited

Toppan Photomasks Korea Ltd.

January 2012
August 2017

Toppan Photomasks Co., Ltd., Shanghai

Siam Toppan Packaging Co., Ltd.

96

Registration
Date

TOPPAN Sustainability Report 2020

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Governance

Human rights

Labor practices

Fair operating
practices

Community
involvement anddevelopment

Consumer issues

The
The Environment
environment
Fundamental Approachto the Environment

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

Medium-and-long-term Environmental Targets of the Toppan GroupThe Toppan Group has been undertaking environmental

target values set for fiscal 2030. The values from fiscal 2017 are set■ Scope 1 and 2 Greenhouse Gas Emissions(kt-CO₂e)conservation activities to ensure that the entire Group attains theas baselines.

The Toppan Group achieved its single-year Scope 1 and 2

1,400

greenhouse gas (GHG)-emission reduction targets approved by

1,350

the Science Based Targets initiative (SBTi), in fiscal 2018 and fiscal
2019.

Result values

1,373
1,373

Target values approved by SBTi (30% reduction in
fiscal 2030 compared to the fiscal 2017 level)

1,341
1,310

1,300
1,250

1,268

1,200
1,150

1,213
2017

2018

2019

(ﬁscal year)*For Scope 1 and 2, greenhouse gas (GHG) emissions associated withelectricity consumption at domestic sites are calculated using the basic
emission factor according to the method specified in the Ministerial
Ordinance Concerning the Calculation of Greenhouse Gas Emissions from
Business Activities of Specified Dischargers (the latest amendment on
April 30, 2015) issued by the Ministry of the Environment (MOE) of Japan.
Meanwhile, GHG emissions associated with electricity consumption atoverseas 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 Business Activities of Specified Dischargers (the latest
amendment on April 30, 2015).
Non-energy-derived GHG emissions from production processes arecalculated by another method specified in the Guidelines for Calculating
Greenhouse Gas Emissions from Businesses (2003) issued by the MOE.

■ Scope 3 Greenhouse Gas Emissions(kt-CO₂e)

The Toppan Group achieved its single-year Scope 3 GHG-emission

6,200

2019.

6,100

reduction targets approved by the SBTi, in fiscal 2018 and fiscal

Result values

Target values approved by SBTi (20% reduction in
fiscal 2030 compared to the fiscal 2017 level)

6,122
6,122

6,020

6,000

5,918

5,900

5,799

5,800
5,700

2017

2018

5,801

2019

(ﬁscal year)*Methods for calculating the Scope 3 GHG emissions are presented on
page 110.

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The
The Environment
environment
Fundamental Approachto the Environment*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Medium-term Environmental Targets for Domestic Sites
The Toppan Group has been undertaking environmental

the target values for fiscal 2020. Values from fiscal 2008 are set as

conservation activities to ensure that Toppan Printing Co., Ltd.

baseline values.

and its main domestic Group manufacturing subsidiaries attain■ CO2 Emissions■ Final Landfill Waste Disposal(t)(kt-CO2 )
800

751

1,800

537

600

528

527

1,350

400

900

200

450

0

0

2008

2017

2018

1,584

2019 (ﬁscal year)

2008

82

79

57

2017

2018

2019 (ﬁscal year)*CO2 emissions associated with electricity consumption are calculated
uniformly as 0.378 t-CO2/MWh to confirm the degree of improvement
achieved. CO2 emissions in fiscal 2019 totaled 588 kt-CO2 when calculatedusing the basic emission factor according to the method specified in the
Ministerial Ordinance Concerning the Calculation of Greenhouse Gas
Emissions from Business Activities of Specified Dischargers (the latest
amendment on April 30, 2015) issued by the Ministry of the Environmentof Japan.

■ VOC Emissions into the Atmosphere
(t)
8,000

7,326

6,000
4,000

2,915

2,719

2,498

2018

2019 (ﬁscal year)

2,000
0

2008

2017

Single-year Environmental Targets■ Values, Results, and Evaluation of Environmental Targets for Fiscal 2019 and Environmental Target
Values for Fiscal 2020
Fiscal 2019

Indicators

TargetValuesResults

Achievement
Rates

Evaluation

Environmental
Target Values
for Fiscal 2020

CO2 emissions

535 kt-CO2

528 kt-CO2

101.3%

A

530 kt-CO2

2. Action for building a recycling-oriented society

Final landfill
waste disposal

78 t

57 t

127.5%

S

72 t

3. Conservation of the atmospheric environment

VOC emissions
into theatmosphere2,700 t2,498 t107.5%

S

2,198 tEnvironmental Targets
1. Mitigation of global warming
Reduce CO2 emissions

Reduce final landfill waste disposal

Reduce VOC emissions into the atmosphere

Management

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 [%]98

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Fundamental Approachto the Environment

Quantifying Environmental Impact based on LIMEThe Toppan Group applies the “Life-cycle Impact assessment

Method based on Endpoint modeling (LIME)” to quantify its total

Norihiro Itsubo

environmental impact. The base year value is set as 100.

Professor of the Faculty of Environment; Head of
the Research Center for Environmental Impact
Assessment of the Advanced Research Laboratories
at Tokyo City University

In addition to using LIME 2, a method developed for assessments

limited to Japan, Toppan began assessing environmental impact
throughout all Group sites (including overseas sites) using the

updated LIME 3 in fiscal 2019. LIME 3 assesses environmental

Environmental impact assessment requires precise

impact related to climate change, intercontinental particulatematter (PM 2.5) and other air pollutants, water consumption,worldwide analyses, as well as analyses conducted fromconsumption all across the globe.

such as climate change, deforestation, and chemical

a comprehensive perspective encompassing issues

underground mineral resource consumption, and forest resource
When using LIME 2, Toppan sets the value from fiscal 2006 as

substance management. Toppan Printing has assesseda baseline of 100. For LIME 3, the base year is adjusted to fiscal

its environmental impact with leading-edge methods

2017 in line with the base year for the Group’s medium-and-long-

applied from both granular and broader perspectives.

term environmental targets. In fiscal 2019 Toppan attained a 46%

Given that environmental impact varies from country

reduction from the fiscal 2006 baseline set for LIME 2, and a 1%

to country, the optimal designs for products andreduction from the fiscal 2017 baseline set for LIME 3.

approaches to reducing environmental impact will alsovary. Toppan’s sustainability management focused on
global environmental impact is garnering attention
around the world.

LIME 3 assessment across Group sites worldwide:■ Global Environmental Impact andEnvironmental Efficiency
120%
100%

100

96.6

280

285

99.1

60%

275
270

268

265

20%
0

100％

280

276

80%

40%

■ Mineral resources ■ Fossil resources ■ Forest resources■ Water resources ■ Climate change ■ Atmospheric pollution■ Photochemical oxidants

Environmental efficiency (right axis)

Environmental impact■ Environmental impact (left axis)

2017■ Types of Global Environmental Impact by
Business Field

2018

2019

260

(ﬁscal year)

80％

60％

40％

20％

*1 The value in fiscal 2017 = 100 (baseline); recalculated with nonproduction sites excluded*2 Environmental efficiency = net sales / environmental impact
The environmental impact of the Toppan Group has been reduced fromthe fiscal 2017 (base year) level, primarily through energy-saving andother eco initiatives that help reduce energy consumption, as well as
high-efficiency production and material recycling methods that help
reduce resource consumption. The environmental impact for fiscal
2019, however, increased from fiscal 2018, because operational sites
newly acquired through M&A increased the level of energy consumed.
As a result, the fiscal 2019 value was only slightly reduced compared tothe base year.

0％
Information &Communication

Living &Industry

Electronics*Toppan’s environmental impact cannot be expressed in uniform terms
or units, as the materials and product types handled by the Group differ
among the business fields. Toppan therefore assesses the environmental
impact associated with key items for each business field.

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Ref: LIME 2 assessment of domestic sites:■E nvironmental Impact and Environmental
Efficiency in Japan■ Environmental impact (left axis)

100

296

302

80

55.8

54.1

56.0

230

20

200

189
2006

2017

2018

Fundamental Approachto the Environment

Other

Other

Photochemical
oxidants

80％

260

40

0

Other

320
290

60

The
The Environment
environment

100％

Environmental efficiency (right axis)

310

Community
involvement anddevelopment■ Types of Domestic Environmental Impact by
Business Field

Environmental impact

100

Consumer issues

1702019 (ﬁscal year)*1 The value in fiscal 2006 = 100 (baseline); recalculated with nonproduction sites excluded*2 Environmental efficiency = net sales / environmental impact
The Toppan Group has implemented the following measures in Japan
since fiscal 2006 (base year).

60％
Globalwarming40％

GlobalwarmingGlobalwarming

20％・Installed solvent treatment equipment and other systems andprocesses that have together helped reduce VOC emissions into theatmosphere by approximately 73%
・Practiced high-efficiency production, material recycling, and otherprocesses that have together contributed to the reduction of total
resource consumption by approximately 71%
・Replaced existing equipment with energy-saving, high-efficiency
alternatives and conducted other energy-saving initiatives thathave contributed to the reduction of total energy consumption byapproximately 29%

Resource
consumption
0％

Information &Communication

Resource
consumption

Resource
consumption

Living & Industry

Electronics*Toppan’s environmental impact cannot be expressed in uniform terms
or units, as the materials and product types handled by the Group differ
among the business fields. Toppan therefore assesses the environmental
impact associated with key items for each business field and reflects theassessment results in the Group’s medium-term targets for domestic sites.

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Fundamental Approachto the Environment*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Environmental Performance Data
■ Major Types of Environmental Burden (Total burden; covering Group companies around the world)
Category

Chief Component

Environmental Burden (Total)

Total input

1,792,536
Paper

Material (t）92,146

Plastic

316,088

Glass

8,231

Other

36,703

INPUT

Total consumption

21,180

Energy (TJ)*1

Fuel

4,314

Electricity, steam

16,867

Total consumption

13,259Water (1,000 m3)

Industrial water

803

Municipal water

4,974

Groundwater

7,457

Rainwater used

Chemical substances (t)*2

4,301

Handling of chemical substances designated under
the PRTR law

4,648

CO2 emission (t-CO )1,017,426

OUTPUT

Fuel-derived (t-CO2)

247,032

Electricity-, steam-derived (t-CO2)

770,394

Release of chemical substances designated under
the PRTR law (t)*2

3,772

Total effluent discharge (1,000 m3)

10,421

Into sewage system (1,000 m3)

7,624
2,797

BOD (kg)

52,928COD (kg)

71,549

Nitrogen discharge (kg)22,813

Phosphorous discharge (kg)10,031

Release of chemical substances designated under
the PRTR law (t)*2Waste (t)114

VOC emission into the atmosphere (t)*2, 4
Into public water system (1,000 m3)

Water and soil environments

25

Use of water circulated on premises

2 *3

Atmosphere1,339,369

Ink, solvent

2

Total discharge*5

328,968

Recycled

323,211

Final landfill disposal

4,161*1 Energy consumption associated with fuel consumption is calculated using the conversion factor specified in the year 2000 amendment of the Act on the
Rational Use of Energy of Japan.
The primary energy input associated with electricity consumption is calculated uniformly as 0.00983 GJ/kWh.
*2 The PRTR data only covers domestic sites (including Group sites not subject to the environmental targets).
*3 CO2 emissions are calculated by the method specified in the Guidelines for Calculating Greenhouse Gas Emissions from Businesses (2003) issued by the
Ministry of the Environment (MOE) of Japan.
CO2 emissions associated with electricity consumption are calculated uniformly as 0.378 t-CO2/MWh.
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).
Fuel-derived CO2 emissions include 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.
*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).

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Fundamental Approachto the Environment*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

■ Major Types of Environmental Burden (subject to the environmental targets in Japan)
Category

Environmental Burden (subject to theenvironmental targets in Japan)

Chief Component
Total input

1,002,217
Paper

Material (t)55,463

Plastic

186,930

Glass

6,651

Other

25,179INPUT

Total consumption

12,218Energy (TJ)*1

Fuel

3,140

Electricity, steam

9,078

Total consumption

6,903

Water (1,000 m3)

Industrial water

777

Municipal water

1,254

Groundwater

4,861

Rainwater used

Chemical substances (t)3,964Handling of chemical substances designated under
the PRTR law

4,523

CO2 emission (t-CO2)

528,282
Fuel-derived (t-CO2)

179,026

Electricity-, steam-derived (t-CO2)

349,256

Release of chemical substances designated under
the PRTR law (t)2,498

Total effluent discharge (1,000 m3)

5,497

OUTPUT

Into public water system (1,000 m3)

4,268

Into sewage system (1,000 m3)*4

1,230

BOD (kg)

8,873

COD (kg)

7,352

Nitrogen discharge (kg)9,765

Phosphorous discharge (kg)Release of chemical substances designated under
the PRTR law (t)Waste (t)112

VOC emission into the atmosphere (t)*3Water and soil environments

11

Use of water circulated on premises*2

Atmosphere

727,993

Ink, solvent561
2

Total discharge*5

200,748

Recycled

200,200

Final landfill disposal

57*1 Energy consumption associated with fuel consumption is calculated using the conversion factor specified in the year 2000 amendment of the Act on the
Rational Use of Energy of Japan.
The primary energy input associated with electricity consumption is calculated uniformly as 0.00983 GJ/kWh.
*2 CO2 emissions are calculated by the method specified in the Guidelines for Calculating Greenhouse Gas Emissions from Businesses (2003) issued by the
Ministry of the Environment of Japan.
CO2 emissions associated with electricity consumption are calculated uniformly as 0.378 t-CO2/MWh.
Fuel-derived CO2 emissions include emissions derived from combustibles burned in incinerators.
*3 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.
*4 Includes 8,586 m3 of spring water from the premises of the Akihabara Sales Building.
*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).

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Fundamental Approachto the Environment

Environmentally Friendly Products (87 products as of March 2020)
Product
Ecothrough card
Bulky Waste
Processing Sticker
Eco Pack (life-size
POP display)
Paper Desk Calendar
Ecology Calendar
Non-vinyl Chloride
Lenticular Lens
Eco Pack Multipanel
Eco Floor Sticker
Eco Pack End Panel
Eco Pack Stand (roundtype)
Disk Tottokun Series
Ultra-thin DM(brochures, etc.)
Eco Pack Multipanel
Mini
Multicube POP
Green Bankbook
KAMICARD®

Living & Industry

Electronics

KAMI-RFID CARD

Business
Field

Standard Categories
Suitability for disposal
Resource saving (reduced use of materials)
Resource saving (reduced use of materials)
Use of recycled materials
Use of recycled materials
Suitability for disposal
Reusability
Suitability for disposal
Resource saving
Resource saving
Resource saving, prolonged product life, recyclability,
suitability for disposal
Resource saving, reduced energy consumption in
production, recyclability
Reusability, prolonged product life, recyclability, easy
separation and disassembly
Reusability, prolonged product life, recyclability, easy
separation and disassembly
Recyclability, suitability for disposal

Biodegradability, use of safe materials, resource saving,recyclability

Recyclability, use of safe materials, resource saving, easy
separation and disassembly

Reduced use of chemical substances, reduced use of
Printed materials with hazardous substances, use of recycled materials, use ofenvironmental logos sustainable resources, use of recyclable energy, carbon
offsetting, labeling with environmental logos
Flip chip ball grid array
Suitability for disposal[FC-BGA] substrate(halogen free)
Color filter (resin
Use of safe materials, energy saving, reduced release of
black matrix [BM])chemical substances, suitability for disposal
Palladium pre-plated
Use of safe materials, reduced release of chemical
leadframe
substances, suitability for disposal
Flip chip ball gridUse of safe materials, reduced release of chemicalarray [FC-BGA]
substances, suitability for disposal
substrate (lead free)
Reduced release of chemical substances, use of safe
Toppan Ecowall
materials, suitability for disposal
TOPPAN ECOReduced release of chemical substances, extension of
SHEET
product life
GL BARRIER
Use of sustainable resources, resource-saving efforts(Exceptional*)
Stand-up pouch
Resource-saving efforts
Bottled Pouch
Resource-saving efforts
Plastic container madeUse of recycled materials
from recycled materials
TT Paper Can
Use of sustainable resources
Ecotainer
Recycling, improvement in transport efficiency
TL-PAK
Recycling, improvement in transport efficiency
EP-PAK (EP-GL)
Improvement in transport efficiency, recycling
EP-PAK (Al)Improvement in transport efficiency
Stand-up LaminatedResource-saving efforts
Tube
Recyclen Cap
Recycling
AP Carton
Improvement in transport efficiency
Micro FluteResource-saving efforts, recycling
TP-Tray
Recycling, use of sustainable resources
Corrugated Board
Recycling
Cushioning Material
AD-CaseResource-saving efforts
CartocanUse of sustainable resources, recycling, visualization of(Exceptional*)
environmental burden
GL-C Bottle
Resource-saving efforts
Jar Plus
Resource-saving efforts, recycling
GL FILM Lined Paper
Use of sustainable resources
Cup
Double-wall Barrier
Resource-saving efforts
Paper Cup
Fluorine-free
Recyclingoil-repellent paper
In-mold Barrier Cup Extension of product life, improvement in transport efficiency
Easy Peel-off
Recycling
Thermo-label
Eco BandReusability
Paper carton with
tamper-evident
Resource-saving efforts
closureClear UV-blocking
Use of sustainable resources
Film

Living & Industry

Information & Communication

Business
Field

Product

Cardboard withshrink wrap
packaging

BIOAXX (molding
Use of sustainable resources
product)
EL-CaseResource-saving efforts, recycling
Paper cup made from
pulp from forestUse of sustainable resources
thinning operations

Standard Categories

Cylindrical papercomposite container Use of sustainable resources
for refill
High-resistance
Resource-saving efforts, improvement in transport
Flexible Pouch
efficiency
BIOAXX (label)
Use of sustainable resources
Aluminum-free Lid
Use of sustainable resources
Material
Multi-layer Blow Tube Resource-saving efforts
Steam-release
Reduced environmental burden during use
Packaging
Air Hold Pouch
Resource-saving efforts
Use of sustainable resources, resource saving,
BIOAXX (flexible
environmentally friendly disposal, visualization of
packaging material)
environmental burden
Square-bottomed
Improvement in transport efficiency, resource saving,
Gazette Pouchenvironmentally friendly disposal
Use of recycled materials, procurement of materials with
Flexible packaging
lower environmental burden, reduced energy consumption
material using
in production, environmentally friendly disposal,
recycled materials
visualization of environmental burden
Printed Decorative
Reduced use of chemical substances, reduced use ofPaper (Coated Paper) hazardous substances
Printed Decorative
Use of sustainable resources, reduced use of chemical
Paper (Coated Paper
substances, reduced use of hazardous substances
FSC-certified)Printed Decor Paper
Reduced use of chemical substances, reduced use offor HPL/LPL
hazardous substances, reduced release of chemical(Saturated Gradesubstances
Paper)
Printed Decor Paper
Use of sustainable resources, reduced use of chemicalfor HPL/LPL
substances, reduced use of hazardous substances, reduced(Saturated Graderelease of chemical substances
Paper FSC-certified)
Reduced use of chemical substances, reduced use of
Transfer paper for
hazardous substances, reduced release of chemical
padded floors
substances
Reduced use of chemical substances, reduced use ofLower-VOC wallpaper
hazardous substances, reduced release of chemical(Exceptional*)
substances
Reduced use of chemical substances, reduced use of
SnapFithazardous substances, use of sustainable resources,
extension of product life
101 Coordination
Reduced use of chemical substances, reduced use of
Floor REPREA eco
hazardous substances, use of sustainable resources,(Exceptional*)
extension of product life, labeling with environmental logos
Resource saving, improvement in transport efficiency,
Sosogi Jozu
environmentally friendly disposal
Preform for PET
Improvement in transport efficiency, visualization ofbottles
environmental burden
Reduced use of chemical substances, reduced use ofhazardous substances, environmentally friendly disposal,
FORMANO
reduced release of chemical substances, extension of
product life
Reduced use of chemical substances, reduced use ofhazardous substances, environmentally friendly disposal,
FORTINA
reduced release of chemical substances, extension of
product life
Reduced use of chemical substances, reduced use of
TOPPAN MATERIAL hazardous substances, use of recycled materials,
WOOD (Exceptional*) environmentally friendly disposal, reduced release ofchemical substances, extension of product life
Smart Deli Bag
Reduced environmental burden during use
Plastic UV ink
Use of recycled materials, use of sustainable resources,
container
improvement in transport efficiency, recycling
Forest-certified-paper Use of sustainable resources, labeling with environmental
packaging
logos
Biodegradable plastic
Use of biodegradable materials
products
Resource saving, reduced energy consumption in
production, improvement in transport efficiency, recycling

Reduced use of chemical substances, reduced use of
Emergency magnesium hazardous substances, use of sustainable resources,
air battery
extension of product life, reduced environmental burden
during use, recycling, environmentally friendly disposal
Reduced use of chemical substances, reduced use of
FINE FEEL (101hazardous substances, resource saving, extension ofMaterium)product life, environmentally friendly disposal
Reduced use of chemical substances, reduced use of
EP-PAK Fold & Tear/ hazardous substances, use of sustainable resources,
Easy Removal Cap
improvement in transport efficiency, recycling,(Exceptional*)
environmentally friendly disposal, labeling withenvironmental logos
BIOAXX flexible
Reduced use of chemical substances, reduced use of
packaging material
hazardous substances, resource saving, use of sustainable(Eco Mark certified) resources, environmentally friendly disposal, visualization(Exceptional*)of environmental burden, labeling with environmental logos
Reduced use of chemical substances, reduced use of
Flexible packaging
hazardous substances, use of recycled materials, resource
material using recycledsaving, reduced energy consumption in production,materials (Eco Markenvironmentally friendly disposal, visualization ofcertified) (Exceptional*)
environmental burden, labeling with environmental logos*Exceptional environmentally friendly product

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Fundamental Approachto the Environment

Results of Environmental Education
Training

Number of Trainees

New employee training: General environmental education

421

E-learning-based program on Toppan’s sustainability initiatives

14,729Toppan Challenge School (13 courses)

68Internal environmental auditor training program

142

Numbers of Internal Environmental Audits and Issues in Need of Improvement
Domestic sites audited

57 sitesIssues in need of improvement identified at domestic sites

68 issues

Domestic sites reviewed

3 sites

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Fundamental Approachto the Environment

Environmental Accounting: Capital Investment for Environmental Conservation
Item

1

Major Content

Investment in equipment
to prevent pollution

Investment in equipment
2 to conserve the global
environment
3

Investment in equipment
to circulate resources

Investment in equipment
4 to carry out environmental
management activities

Increase/
Decrease from
Fiscal 2018

Average for theLast Five Years

2,257

755

1,426

（1,558）(1,344)

(511)

1,156

68

1,058

278

196

158

（0）

(-1)

(18)

4

-8

17

3,694

1,011

2,660

Fiscal 2019

Investment in equipment to prevent atmospheric andother forms of pollution(Including equipment to prevent water pollution)

Investment in equipment to conserve the global
environment by mitigating global warming, etc.
Investment in equipment to realize the appropriate
treatment and recycling, etc. of waste(Including equipment to use rainwater and reduce water
consumption)

Investment in equipment to monitor and measureenvironmental burden, plant trees at operational sites,
and implement other environmental measures

Total(million yen)

Environmental Accounting: Environmental Conservation Benefit
Item

Major Content

Increase/Decrease
from Fiscal 2018

Fiscal 2019

EnergyTotal energy consumption (TJ)

304

21,180Water

Water consumption (1,000 m3)-663

13,25946

1,017

Atmosphere

CO2 emission (kt-CO2)
Emission of dioxins (mg-TEQ)-1

2

Total effluent discharge (1,000 m3)-89

10,705853

Water andsoil
BOD (t)environments
COD (t)
Waste

Total discharge (kt)

105

-13

72

-6

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Fundamental Approachto the Environment

Green Procurement and Green Purchasing■ JFPI Green Procurement Standards for Paper and Level of Fulfillment
Green Principle

Level 1

Fiscal 2019
Result*Level 2Paper composed of at least 60% recycled
1. Using recycled paper or paper madepulp plus forest-certified pulp for thewith fewer forest resources (excluding
remaining portion, or with an overall rating
covers for brochures)of more than 80 points

Paper composed of at least 20% recycled
pulp or forest-certified paper, tree-free
paper, paper made with pulp fromforest-thinning operations, or tissue
paper

2. Reducing component properties
obstructive to waste paper recycling

Non-usage of printing materials with waste
paper recyclability rankings of C or D

Non-usage of printing materials with waste
paper recyclability rankings of B, C, or D

6.9%

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 2019
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
the PRTR law

Identification of substances designatedunder 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

Vegetable oil ink, soybean oil ink, or “ig”
ink (labeling with Ink Green Mark)

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

Non-usage of printing materials with waste
paper recyclability rankings of B, C, or D

96.5%

Non-usage of printing materials with
waste paper recyclability rankings of C
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 2019 Result

Copy machines and printers

Configured to automatically revert to low-power mode or off mode

90.0%

PCs

Configured to automatically revert to low-power mode or off mode and to maintainlow energy consumption when in low-power mode

100.0%

Stationery and office goods

Products listed in eco-friendly product catalogues of manufacturers

72.5%

Environment-related Businesses
Toppan expanded the Group’s definition of environmental businesssatisfying in-house criteria of the Group—were 714.9 billion yen inin fiscal 2019. Specifically, Toppan added digital transformation

fiscal 2019.

projects, environmental services, and other enterprises that will

From fiscal 2020 Toppan will be reviewing the scope of its

potentially contribute to reductions in the Group’s environmental

environment-related businesses to include the total sales ofimpact as “environment-related businesses.”businesses that contribute to the achievement of the environmental

The total sales of these environment-related businesses—

targets under the 17 SDGs.

including, most notably, sales of environmentally friendly products

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Mitigation of Global
Warming

Mitigation of Global Warming
Basic Approach
The Toppan Group has formulated the following basic policies forclimate security.

mitigating global warming.

The Group will continue to adopt renewable energy sources on

Toppan positions global warming mitigation as an importanta preferential basis and assertively encourage the broad use ofelement of management. The Group focuses on energy management

renewables into the future.

and the rational use of energy in implementing activities towards

Topic

Adopting Renewable Energy Sources
In January 2020, Toppan made further headway in the Group’s shift
to renewables by introducing solar-power generation equipment at

the Sakado Plant in Saitama Prefecture, Japan. The electrical energy
generated by the equipment is consumed on the site premises,
reducing CO2 emissions from plant operations.

Toppan used subsidies from the Ministry of the Environment(MOE) of Japan to install this power generation equipment. The

subsidies were granted through the Japan Environment Association
under the MOE’s fiscal 2019 indirect aid program to incentivize

business investment in equipment for CO2 emission control andother climate security initiatives (as a project to facilitate the selfsustaining adoption of renewables for power and heat).

Activities■ Mitigating Global Warming
The Toppan Group has been reducing total emissions of carbon

Group, is working with shippers from Toppan Group companies

mitigate global warming. To reduce Scope 1 GHG emissions

transportation efficiency. Together they endeavor to reduce theto optimize transportation conditions and further improvedioxide (CO2) and other greenhouse gases (GHGs) to help

energy consumption per unit of transport volume by company(direct emissions from industrial processes or fuels consumed at

vehicles and the total volume of CO₂ emissions from transport.

the Group), Toppan is systematically replacing long-used utility

As a member of the Japan Federation of Printing Industries (JFPI),

facilities with high-efficiency alternatives. The Group is also

installing systems to abate high-global-warming-potential (GWP)

Toppan has driven industry-wide efforts to spawn global warming

replacing the high-GWP gases used in those processes with lower-

activities to address climate change and promote low carbonization.

mitigation measures, primarily through its involvement in JFPI

gases emitted from semiconductor production processes andUnder the leadership of Toshiro Kinoshita from Toppan

GWP alternatives.

Printing’s Ecology Center, the JFPI’s Working Group for Voluntary

Toppan also reduces Scope 2 GHG emissions (indirect emissions

Action Plans on the Environment (under the Environmental

associated with the consumption of electricity, heating, or coolingManagement Task Force of the Global Environment Committee)

purchased or acquired by the Group) by operating a nationwide

pursues industry-wide global warming mitigation initiatives bydemand-monitoring system to control peak power demand acrossdevising voluntary action plans for reducing VOC emissions andJapan, redressing power demand-and-supply imbalances, andimplementing various other measures towards the realization of areducing the nonessential use of power by suspending the operation

low-carbon, circular economy.

of equipment during vacations.

Toppan Logistics Co., Ltd., the logistics specialist for the107

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment
Mitigation of Global
Warming*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Main Activities and Relevant Information

Energy Consumption
The Toppan Group evaluates and discloses energy consumption

across the entire Group (including consumption at overseas Groupsubsidiaries).

■ Energy Consumption(TJ)
25,00020,00015,000■ Electricity Consumption(GWh) ■ Group-wide■ Group sites subject to the medium-term environmental targets in Japan2,000■ Group-wide■ Group sites subject to the medium-term environmental targets inJapan

20,961

12,38020,87621,18012,159

1,600
1,200

12,21810,000

800

5,000

400

0

0

2017

2018

2019

(ﬁscal year)■ Natural Gas Consumption

80,00087,813

71,27360,00084,58867,96582,0834,000

65,025

906

923

2017

2018

2019

1,000

2019

3,907

3,667

3,000

20,0002018

912(ﬁscal year)(kL) ■ Group-wide■ Group sites subject to the medium-term environmental targets in Japan

2,000

2017

1,715

5,000

40,0000

1,695■ Kerosene Consumption(1,000 Nm³）■ Group-wide■ Group sites subject to the medium-term environmental targets inJapan

100,000

1,735

0(ﬁscal year)

2017

3,618

3,403

2018

3,744

3,541

2019

(ﬁscal year)■ Fuel Efficiency of Vehicles Owned by Toppan
Logistics(km/L)
4.5
4.2

4.11
3.91

3.9

3.97

3.6
3.3
3.0

2017

2018

2019

(ﬁscal year)

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Governance

Human rights

Fair operating
practices

Labor practices

Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment
Mitigation of Global
Warming*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Scope 1, 2, 3 Greenhouse Gas Emissions
Based on the fiscal 2019 results, Toppan calculated its Group-This calculation showed that four categories related to raw

wide Scope 3 greenhouse gas (GHG) emissions (indirect emissions

material consumption collectively accounted for the largest share ofthroughout the entire value chain of the Group) to identify thepurchased by Toppan), categories 4 and 9 (transportation and

not included in Scope 2, associated with business operations

the Group’s GHG emissions: category 1 (manufacturing of products

categories of corporate activity that represented larger sources

distribution of products purchased and sold by Toppan), categoryof GHG emissions and to establish priority targets in the Group’s

12 (end-of-life treatment of products sold by Toppan).

GHG-emission reduction strategy.

■ Calculating Scope 3 Emissions■ S cope 1, 2, 3 Greenhouse Gas Emissions(kt-CO 2e)

Scope 3
● Extraction of raw materials

Scope 1
344

Other categories*
361

Scope 2

Scope 2869

Category 9
304● Production of raw

materials, etc.

Category 12
1,001

7,014

Category 4527electricity suppliedby entities outside the reporting
company● Consumption of heating and coolingsupplied by entities outside
the reporting company

Scope 1
● Transportation andCategory 1
3,608*Others:
Category 2
Category 3
Category 5
Category 6
Category 7
Category 8● Consumption of

Suppliers, etc.

The reporting
company itself● Fuel combustion

distribution of raw
materials, etc.

● Emissions from industrial

processes● Employee commuting● End-of-life treatment ofsold products and goods● Sales activities,

220
104
1
11
23
1

business travel● Transportation anddistribution of soldproducts and goods

109

Users of products
and goods● Use of sold products

and goods

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices■ Details of the Scope 1, 2, and 3 Categories
Direct emissions(Scope 1)
Indirect
emissions(Scope 2)

Emissions Types

Direct emissions from industrial processes or
fuels consumed at the reporting company
Indirect emissions associated with theconsumption of electricity, heating, or coolingpurchased or acquired by the reporting
company

Fair operating
practices

Consumer issues

Purchased goods
and services

Category 2

Capital goods

Category 3

Fuel- and energyrelated activities (notincluded in Scope 1 or
Scope 2)Emissions associated with activities up to the point of the
production of raw materials, components, goods, sales-relatedmaterials, or the like purchased or acquired by the reporting
company
Emissions that occur during the construction or production ofcapital goods purchased or acquired by the reporting company
Emissions associated with the procurement of fuels supplied byentities outside the reporting company or fuels necessary for thegeneration, etc. of electricity, heating, cooling, etc. consumed by
the reporting company

Category 4

Upstreamtransportation anddistribution

Category 5

Waste generated inoperations

Emissions associated with the transportation and treatment ofwaste generated at the reporting company

Category 6

Business travel

Emissions associated with business travel by employees

Category 7

Employeecommuting

Category 8

Upstream leased
assetsCategory 9

Downstream
transportation anddistribution

Emissions associated with the commuting of employees between
their homes and worksites
Emissions associated with the operation of assets leased by thereporting company (lessee), excluding Scope 1 and Scope 2
emissionsCategory 10

Processing of soldproducts

Category 11

Use of sold products

Category 13
Category 14
Category 15

Activity Quantity

Basic Unit from

Materials purchased or
acquired (by weight)

CFP-DB*2

Capital investments bybusiness field

MOE-DB*1

1. Electricity and steam
consumption
2. Fuel consumption
1. Freight ton-kilometers as adesignated shipper classified
under the Energy Saving Act
of Japan

1. MOE-DB*1
2. CFP-DB*2

1. Energy Saving
Act of Japan

2. Estimated freight tonkilometers of procurement
logistics

2. CFP-DB*2

Waste discharge by type

MOE-DB*1

Business travel expenses bytransport mode

MOE-DB*1

Commuter fares or petrol costs

MOE-DB*1

Electricity and gas consumed
at tenant premises

Emission factors
by business

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

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
Toppan’s diversified products

End-of-life
treatment of soldproducts
Downstream leased
assetsEmissions associated with the end use of sold products by users(consumers, downstream companies)
Emissions associated with the transportation and treatment ofsold products at the end of their life by users (consumers,
downstream companies)
Emissions associated with the operation of assets owned by thereporting company (lessor)
Emissions from franchise members

Not applicable

Investments

Emissions related to the operation of investments

Excluded from calculation

Franchises

Mitigation of Global
WarmingCalculation Methods

Emissions associated with logistics up to the point of the arrivalof incoming raw materials, components, goods, sales-relatedmaterials, or the like purchased or acquired by the reporting
company; transportation and distribution of products sold by thereporting company

Category 12

The
The Environment
environment

・For Scope 1 and 2 emissions, greenhouse gas (GHG) emissions associated withelectricity consumption at domestic sites are calculated using the basic emission
factor from the method specified in the Ministerial Ordinance Concerning the
Calculation of Greenhouse Gas Emissions from Business Activities of Specified
Dischargers (the latest amendment on April 30, 2015) issued by the Ministry of
the Environment (MOE) of Japan. 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 Business Activities of Specified Dischargers (the latest amendment on April
30, 2015).
・Non-energy-derived GHG emissions from production processes are calculatedby another method specified in the Guidelines for Calculating Greenhouse Gas
Emissions from Businesses (2003) issued by the MOE.

Indirect Emissions Not Included in Scope 2 (Scope 3)

Category 1

Community
involvement anddevelopment

Not applicable
Waste disposal by product(estimated)

CFP-DB*2

Not applicable

Notes
・Toppan calculates the Group’s Scope 3 GHG emissions for categories 1-9 and 12.
・The calculation boundary covers Group-wide GHG emissions associated with Toppan Printing Co., Ltd. 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, Toppan has 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

110

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Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment
Mitigation of Global
Warming*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Greenhouse Gas Emissions■ Percentages of Greenhouse Gas Emissions
by Source (in tons of CO2 equivalent)■ Percentages of Greenhouse Gas Emissions
by Type (in tons of CO2 equivalent)

Scope 2: Electricity andsteam consumption
770,394t-CO₂e

CO₂91.11%

Scope 1: Fuel consumption
232,603t-CO₂e（20.83%）（68.99%）

Scope 1:Non-energy-derived
greenhouse gases

113,723t-CO₂e（10.18%）

Other
1.65%

SF6
7.24%

NF₃
0.05%

N₂O
0.04%

Notes
・ Calculated by the method specified in the Guidelines for Calculating
Greenhouse Gas Emissions from Businesses (2003) issued by the
Ministry of the Environment of Japan.
・Fiscal 2019 greenhouse gas (GHG) emissions from domestic sites (subject
to and not subject to the medium-term environmental targets) andoverseas sites (including Group company sites) are based on calculationsof energy-derived CO2 emissions and non-energy-derived GHG emissions(namely, CO2, CH4, N2O, HFC, PFC, SF6, and NF3 emissions associatedwith 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
from these sites in CO2-equivalent values are included.

HFC
0.02%

CH₄
0.11%

PFC
1.43%

Total: 1,116,720 t-CO2e■ Calculated Level of Fluorocarbon Leakage
Fiscal Year
2019

Domestic Sites(subject to the medium-term
environmental targets)
1,902 t-CO2e

Domestic Sites(not subject to the medium-term
environmental targets)
398 t-CO2e

Overseas Sites
1,830 t-CO2e

Notes
・ The values shown for domestic sites (subject to and not subject to the medium-term environmental targets) are calculated in conformance with the Act on
Rational Use and Proper Management of Fluorocarbons enforced in April 2015 in Japan.
・ The value shown for overseas sites (including Group company sites) is calculated by a method corresponding to the Japanese Act on Rational Use and Proper
Management of Fluorocarbons.

111

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Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment
Building of a Recyclingoriented Society

Building of a Recycling-oriented Society
Basic Approach
The Toppan Group has formulated the following basic policies

2) Second priority is given to the reuse or recycling of industrial

to contribute to the building of a recycling-oriented society,waste and waste materials discharged in spite of the reduction

an endeavor the Group positions as an important element ofefforts.

management. The Group processes industrial waste and waste

3) Third priority is given to the application of appropriate treatment

materials in line with the following priorities.

methods to industrial waste and waste materials not reused or
recycled.

1) First priority is given to reductions of the discharge of industrial
waste and waste materials generated in association withThis order of priority may not apply when another order of priority

business activities.

is deemed to be more effective for reducing environmental burden.

Activities■ Building a Recycling-oriented Society
In a drive to use limited resources more effectively, the Toppan

field. The Group has striven to increase the material recycling

recycling rate, and apply appropriate waste treatment methods

waste plastics and processing composite plastics into pellets, andGroup works to reduce the discharge of waste, increase therate by processing waste paper into recycled paper, separatingbased on The Toppan Group Declaration on the Global

recycling by other methods. Waste acid, meanwhile, has been

Environment.

treated in-house to lower volumes for disposal. In the Group’s

Waste paper derived from operational sites primarily in theapproaches to water, a limited resource, Toppan is committed toInformation & Communication and Living & Industry fields makes

reducing the level of water consumed and to controlling the quality

up the largest portion (about 70%) of the total waste dischargedof effluents discharged into water systems. The Group will continue

at Group sites. This is followed by waste plastics from plants in

reducing total waste discharge and promoting material recycling.

the Living & Industry field and waste acid from the Electronics

112

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Organizational
Governance

Human rights

Fair operating
practices

Labor practices

Consumer issues

Community
involvement anddevelopment

The Environment
environment
The
Building of a Recyclingoriented Society*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Main Activities and Relevant Information

Material Input

Waste Discharge and Recycling

The Toppan Group evaluates and discloses Group-wide material

The Toppan Group evaluates and discloses Group-wide waste
discharge and recycling, including discharge and recycling at

input, including input at overseas Group subsidiaries.

(kt)

2,500

overseas Group subsidiaries.

(t) ■ Recycled ■ Final landfill waste disposal■ Paper ■ Plastic ■ Ink, solvent ■ Other ■ Glass

400,000

9.6

9.9

2,000

38.8

1,500

89.2
270.6

35.9
86.7
272.7

1,581.7

1,453.3

1,000
500
0

2017

2018

8.2
36.7

92.1
316.1

5,405

4,161

240,000

353,211160,000

1,339.4

2019

7，
411

320,000

327,458

323,21180,0000(ﬁscal year)*The data for fiscal 2018 and earlier are adjusted based on revised
calculation methods.

2017

2018

2019

(ﬁscal year)*The data for fiscal 2018 and earlier are adjusted based on revised
calculation methods.

Water Consumption
The Toppan Group evaluates and discloses Group-wide water
consumption, including consumption at overseas Groupsubsidiaries.

■ Water Consumption■ Effluent Discharge(1,000 m³) ■ Groundwater ■ Municipal water ■ Industrial water■ Rainwater (left axis)
Use of water circulated on premises (right axis)(1,000 m³) ■ Into public water system ■ Into sewage system(1,000 m³)■

15,00012,000

4,358

9,000

24
815

4,339

23
845
5,151

5,762

4,301

25
803
4,974

6,000

7,468

3,000
0

2017

7,903
2018

7,457
2019

4,500

12,500

4,400

10,000

4,300

7,500

4,200

5,000

4,100

2,500

4,000

0

(ﬁscal year)

113

2017

3,085

3,003

2,797

7,527

7,791

7,624

2018

2019

(ﬁscal year)

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment
Building of a Recyclingoriented Society

Zero-emission Efforts
・52 sites approved in June 201999.5% or over; A+-rank site, recycling rate of 99% or over and less

・The Toppan Group approves operational sites as zero-emission

than 99.5%; and A-rank site, recycling rate of 98% or over and lesssites based on a three-level grading system according to theirthan 99%.

recycling rates.

・Group sites satisfying any of the following criteria were approved
as zero-emission sites in June 2019: S-rank site, recycling rate of■ Zero-emission Sites (TZERO-19) (52 sites approved in June 2019)
Operational Site (Division or Group Company)
Sapporo Plant (Hokkaido Subdivision)
Sendai Plant (Higashinihon Division)
Itabashi Site
Asaka Plant [Commercial Printing, Publications Printing] (Toppan
Communication Products Co., Ltd.)Asaka Securities Printing Plant (Toppan Communication Products
Co., Ltd.)
Kawaguchi Plant (Toppan Communication Products Co., Ltd.)
Sakado Plant (Toppan Communication Products Co., Ltd.)
Ranzan Plant (Toppan Communication Products Co., Ltd.)
Nagoya Plant (Chubu Division)
Takino Plant (Toppan Communication Products Co., Ltd.)Takino Securities Printing Plant (Toppan Communication Products
Co., Ltd.)
Fukuoka Plant (Toppan Communication Products Co., Ltd.)
Fukuyama Plant (Toppan Communication Products Co., Ltd.)
Chitose Plant (Toppan Packaging Products Co., Ltd.)
Gunma Central Plant (Toppan Packaging Products Co., Ltd.)
Sagamihara Plant (Toppan Packaging Products Co., Ltd.)
Matsusaka Plant (Toppan Packaging Products Co., Ltd.)Takino Plant [liquids] (Toppan Packaging Products Co., Ltd.)Takino Plant [folding cartons] (Toppan Packaging Products Co., Ltd.)
Fukusaki Plant (Toppan Plastic Co., Ltd.)
Fukuoka Plant (Toppan Packaging Products Co., Ltd.)
Miyata Plant (Toppan Packaging Service Co., Ltd.)
Mikkabi Plant (Toppan Packaging Products Co., Ltd.)Tamana Plant (Toppan Packaging Products Co., Ltd.)
Satte Plant (Toppan Plastic Co., Ltd.)
Saga Plant (Toppan Plastic Co., Ltd.)
Ranzan Plant (Toppan Packaging Service Co., Ltd.)
Sodegaura Beverage Plant (Toppan Packaging Service Co., Ltd.)
Amagi Plant (Toppan Packaging Service Co., Ltd.)
Mito Plant (Toppan Prosprint Co., Ltd.)
Kansai Bottling Co., Ltd.
Harima Plant (Toppan Plastic Co., Ltd.)
Satte Plant (Toppan Packaging Products Co., Ltd.)
Fukaya Plant (Toppan Packaging Products Co., Ltd.)
Kashiwa Plant (Toppan Decor Products Inc.)
Satte Plant (Toppan Decor Products Inc.)
Asaka Plant (Toppan Electronics Products Co., Ltd.)
Shiga Plant (Toppan Electronics Products Co., Ltd.)
Shiga Plant (Toppan TOMOEGAWA Optical Films Co., Ltd.)Mie Plant [Kameyama] (Toppan Electronics Products Co., Ltd.)Mie Plant [Hisai] (Toppan Electronics Products Co., Ltd.)
Niigata Plant (Toppan Electronics Products Co., Ltd.)
Kumamoto Plant (Toppan Electronics Products Co., Ltd.)
Hino Office (Ortus Subdivision)
Kochi Plant (Toppan Electronics Products Co., Ltd.)
Toppan Technical Research Institute (Toppan Printing Co., Ltd.)
Sagamihara Plant (Toppan Infomedia Co., Ltd.)Takino Plant (Toppan Infomedia Co., Ltd.)
Fukushima Plant (Toppan Infomedia Co., Ltd.)
Gunma Plant (Tamapoly Co., Ltd.)
Sanda Plant (Tamapoly Co., Ltd.)
Tochigi Plant (Tamapoly Co., Ltd.)
Saitama Plant (Livretech Co., Ltd.)
Hino Plant (Toppan Media Printech Tokyo Co., Ltd.)
Zama Plant (Toppan Media Printech Tokyo Co., Ltd.)

Total Waste
Generation in
Fiscal 2018 (t)Waste Recycled in
Fiscal 2018 (t)Recycling Rate in
Fiscal 2018 (%)

Rank

2,651
4,923
4,889

2,651
4,917
4,865

100.0
99.8
99.4

S
S
A+

1,534

1,532

4,042

4,042

99.9

S

30,875
21,643
740.4
5,940
9,771

30,875
21,643
740.4
5,929
9,675

100.0
100.0
100.0
99.8
99.0

S
S
S
S
A+

1,019

1,014

99.5

S

5,480
2,621
3,339
11,51816,864
2,969
4,618
6,718
616.5
6,202
526.6
3,106
4,841
810.4
213.1
624.8
1,710
298.4
4,989
77.22
787.2
453.1
1,766
375.6
6,932
64.40
83.71
608.7
2,508
3,089
5,829
5,706
0.700
1,241
377.8
354.2
467.1
1,680
2,900
2,850
2,194
6,401
528.3
217.6

5,480
2,606
3,285
11,49816,864
2,942
4,618
6,718
616.5
6,177
526.6
3,106
4,841
795.3
213.1
624.8
1,710
298.4
4,988
76.72
787.2
453.1
1,759
369.1
6,932
64.40
83.45
606.6
2,508
3,089
5,829
5,706
0.700
1,228
370.9
354.2
467.1
1,679
2,852
2,849
2,194
6,346
528.3
217.4

100.0
99.4
98.3
99.8
100.0
99.0

S
A+
A
S
S
A+

100.0

S

100.0
99.5
100.0
100.0
100.0
98.1
100.0
100.0
100.0
100.0
99.9
99.3
100.0
100.0
99.6
98.2
100.0
100.0

S
S
S
S
S
A
S
S
S
S
S
A+
S
S
S
A
S
S

99.6

S

100.0
100.0
100.0
100.0
100.0
98.8
98.1
99.9
100.0
99.9
98.3
99.9
100.0
99.1
100.0
99.9

S
S
S
S
S
A
A
S
S
S
A
S
S
A+
S
S

Notes
・ The Toppan Group approves operational sites as zero-emission sites based on a three-level grading system according to their recycling rates.
・ S-rank site, recycling rate of 99.5% or over; A+-rank site, recycling rate of 99% or over and less than 99.5%; A-rank site, recycling rate of 98% or over and lessthan 99%.
・ Group sites satisfying any of the above criteria were approved as zero-emission sites in June 2019.

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Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment
Control of Chemical
Substances

Control of Chemical Substances
Basic Approach
The Toppan Group has formulated the following basic policies onand endeavors to reduce their usage and replace them withchemical substance control.

substitutes.

Toppan refrains from the use of hazardous chemical substances

Toppan monitors every chemical substance used within theas a basic rule. The Group may, however, resort to the use ofGroup’s business operations. The Toppan Group seeks to eliminate

no alternate technologies are available. Even when these latterproactive in constantly improving substance control methods as ahazardous substances when their use is legally permitted andobstacles to environmental conservation in advance by being

conditions apply, the Group appropriately controls the substancesbusiness operator.

Activities■ Controlling Chemical Substances
The Toppan Group strives to reduce the use of chemical substances

substances, these standards list substances that are banned orenvironment. The Group has been continuously reducing the use

reviews the list to assure chemical control and asks every supplier

restricted with regard to use as raw materials. Toppan regularly

in order to mitigate the impact of these substances on theto control the chemical substances listed.

of chemical substances designated under the Pollutant Release

For reduced VOC emissions into the atmosphere, the Groupand Transfer Register (PRTR) law of Japan and introducing safer

substitutes by setting priorities in terms of both the type and range

applies adequate treatment before discharge to ensure that thecontrolling chemical substances based on established managementlevels. Increasing efforts are also made to reduce the use of VOCs.

emission volumes and concentrations are controlled at appropriate

of application. Group production sites have also been appropriately
procedures.

The Toppan Group has formulated a set of Standards for theManagement of Chemical Components of Raw Materials governing

Toppan Group Standards for the Management of Chemical Componentsof Raw Materials (ver. 4.5.1, in Japanese)
https://www.toppan.co.jp/assets/pdf/about-us/sustainability/2019/proc2019_11.pdf

the substances and materials the Group purchases. Based onJapanese and international laws and regulations on chemical

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Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Community
involvement anddevelopment

The Environment
environment
The
Control of Chemical
Substances*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Main Activities and Relevant Information

VOC Emissions into the Atmosphere■ VOC Emissions into the Atmosphere(subject to the medium-term environmental targets in Japan)
(t)
8,000

7,326

6,000
4,000

2,915

2,719

2,498

2,000
0

2008

2017

2018

2019 (ﬁscal year)

PRTR Data■ Chemical Substances Designated under the PRTR law of Japan(subject to the medium-term environmental targets in Japan)
PRTR No.

Chemical Substance

Handled(Unit: kg/year)

Released
1. Atmosphere

2. Water

3. Soil

Total
Transferred
16,22620

2-aminoethanol

45,269

1,049

0

1,049

0

44

Indium and its compounds

1,529

0

0

0

0

2

53

Ethylbenzene

16,169

2,438

2,438

0

0

387

59

Ethylenediamine

71

Ferric chloride

1,456

0

0

0

0

1,456

2,081,663

0

0

0

0

1,972,384

76

Epsilon-caprolactam

2,472

0

0

0

0

309

80

Xylene52,329

2,649

2,649

0

0

392
13,39987

Chromium and chromium (III) compounds

20,881

10

0

10

0

88

Chromium (VI) compounds

12,387

0

0

0

0

759

151

1,3-dioxolane

22,389

224

224

0

0

5,395

213

N,N-dimethylacetamide

2,424

70

70

0

0

388

243

Dioxins

841

2

2

0

0

839

245

Thiourea

272

Copper salts (water-soluble, except complex salts)

1,747

2

0

2

0

1,745

298,556

96

0

96

0

109,731
13,318296

1,2,4-trimethylbenzene

98,706

4,876

4,876

0

0

297

1,3,5-trimethylbenzene

12,360

519

519

0

0

3,094

300

Toluene1,720,076

101,268

101,26800110,823

308

Nickel

34,724

0

0

0

0

0

309

Nickel compounds

11,125

5

0

5

0

8,925
13,811374

Hydrogen fluoride and its water-soluble salts

15,690

371

10

362

0

401

1,2,4-benzenetricarboxylic 1,2-anhydride

1,674

0

0

0

0

134

411

Formaldehyde

6,639

129

129

0

0

867
1,927

412

Manganese and its compounds

4,874

121

0

121

0

438

Methylnaphthalene

15,736

79

79

0

0

0

448

Methylenebis (4,1-phenylene) diisocyanate

42,059

0

0

0

0

0

4,522,934

113,906

112,2621,644

02,275,473

Total

Notes
・Period covered: April 1, 2019–March 31, 2020
・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.

116

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment
Pollution Control

Pollution Control
Basic Approach
The Toppan Group has formulated the following basic policies on

and work relentlessly to address the case while taking necessary

Toppan positions pollution control as an important element ofrecurrence-prevention measures for similar operations throughout

pollution control.

actions to reliably prevent recurrences. Toppan will also implement

management. The Group places utmost priority on environmental

the Group. Proactive environmental conservation activities willconservation activities in its efforts to prevent pollution. In theenable Toppan to detect any signs of pollution and swiftly correct

event that Toppan causes environmental pollution of any form, thethe problem at its source.

Group will immediately publish the incident, disclose information,

Activities■ Preventing Pollution
The Eco-protection Promotion Committee at each Group site intreatment facilities designed to correspond to specific water

the applicable regulatory standards. The Toppan Group works to

Wastewater recycling systems have also been installed at

consumption and pollutant conditions at individual sites.

Japan sets in-house control standards that are more stringent thanElectronics plants that discharge effluents in significant amounts.

reduce environmental burden and prevent pollution by complying

By recovering and reusing wastewater via these systems, the plants

with these in-house standards.

have been working to reduce the levels of water consumption and

To prevent atmospheric pollution, the Group controls boilers

effluent discharge.

and other plant facilities responsible for air pollutants by managing

The Toppan Group also checks plant facilities subject to theoperations under appropriate combustion conditions. The Groupenhances the efficiency of effluent-gas treatment in plant facilities

Water Pollution Control Law in compliance with the regulatory

reusing recovered solvents and controlling combustion facilities

including those not subject to the law, to prevent groundwater

standards for structures. The Group will monitor every facility,

subject to requirements under the Air Pollution Control Act bypollution caused by the leakage of chemicals and other liquids. Any

appropriately.

equipment or components with undue wear will be replaced.

To prevent water pollution, the Group has installed wastewater■ Education■ Handling Inquiries and Complaints

Toppan arranges three types of training programs on pollution

The Toppan Group receives environmental inquiries andsites; specific operational training for every employee engaged in

information on corporate activities, on the Toppan corporate

control: general education for every employee at individual Group

complaints via “Inquiries,” a contact window for persons seeking

operations that cause or could potentially cause significant impact

website. The Ecology Center receives reports on these inquirieson the environment; and emergency drills to prevent the spread ofand complaints from the Public Relations Division and responds todamage in the event of a potential emergency.

them as the organization overseeing environmental conservation
activities across the Group.

For inquiries on Toppan’s activities:
https://www.toppan.com/en/contact-us/privacy-corporate.html

117

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment
Pollution Control

Main Activities and Relevant Information

Monitoring Soil and Groundwater Pollution■ Purification of 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■ Soil Pollution Remediation for Redevelopment in Conformance with Applicable Laws, Regulations, and Ordinances
The Soil Contamination Countermeasures Act of Japan requires

are occasionally subject to these legal demands. The Toppan Groupinvestigation detects soil contamination at a site during construction

act and taken necessary countermeasures when soil contamination

remediation work or other countermeasures in the event that a soil

has therefore conducted soil investigations in accordance with theor demolition work of a certain scale (including soil contamination

has been detected at a Group site.

by natural sources in the environment). Site reconstruction projects
Operational Site
Former Gunma Plant (Oizumi,
Ora, Gunma)

Chemical Substances Subject toRemediation

Remediation Measures

Current Progress

Hexavalent chromium compounds,
lead and its compounds, selenium andits compounds

Excavation andremoval; purification ofgroundwater

Remediation completed(Groundwater monitoredcontinuously up to November 2019.)

Preventing Pollution / Approach to Environmental Compliance■ Preventing Pollution

The Eco-protection Promotion Committee at each Group site intreatment facilities designed to correspond to specific water

the applicable regulatory standards. The Toppan Group works to

Wastewater recycling systems have also been installed at

consumption and pollutant conditions at individual sites.

Japan sets in-house control standards that are more stringent thanElectronics plants that discharge effluents in significant amounts.

reduce environmental burden and prevent pollution by complying

By recovering and reusing wastewater via these systems, the plants

with these in-house standards.

have been working to reduce the levels of water consumption and

To prevent atmospheric pollution, the Group controls boilers

effluent discharge. The Toppan Group also checks plant facilities

and other plant facilities responsible for air pollutants by managing

subject to the Water Pollution Control Law in compliance with

operations under appropriate combustion conditions. The Groupthe regulatory standards for structures. The Group will monitor

enhances the efficiency of effluent-gas treatment in plant facilities

every facility, including those not subject to the law, to prevent

subject to requirements under the Air Pollution Control Act bygroundwater pollution caused by the leakage of chemicals andreusing recovered solvents and controlling combustion facilities

other liquids. Any equipment or components with undue wear willappropriately.

be replaced.

To prevent water pollution, the Group has installed wastewater

118

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair operating
practices■ Approach to Environmental Compliance

Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment
Pollution Control

Toppan has used the Group’s in-house environmental database forwater consumption and effluent discharge.

limits stipulated under laws, ordinances, agreements, and otherGroup also reviews drills for coping with potential emergencies andAs a preventive action against environmental pollution, theoperational sites across Japan to identify any risk of exceeding theaccidents during production operations whenever necessary.

applicable regulations. Preventive measures against unduly high

A community nearby one Toppan plant filed a noise complaint inrisks have been taken to ensure that none of the regulatory limits
are breached.

fiscal 2019. The Group has identified the plant facilities responsible

excessive odor, one site recorded one case of excessive noise, one

community members.

for the noise and taken measures to mitigate the inconvenience to

Despite these steps, one production site recorded one case of

Toppan will continue enhancing the quality of environmentalsite recorded two cases of excessive water contaminant (BOD), andmanagement through earnest dialogue with residents in

one site recorded one case of excessive water contaminant (SS),surrounding communities.

relative to standards set under laws, ordinances, agreements, andother applicable regulations, in fiscal 2019. The Toppan Group hastaken immediate corrective measures for each of the five cases
above, including steps to inspect plant facilities and revise themethods for facility control. Since implementing these corrective
measures, the Group has standardized newly adopted control

procedures and taken other actions to reliably prevent recurrences.
Meanwhile, Toppan has identified no problems with the levels of

119

Fiscal2019

Excessive Levels Relative toApplicable Legal Standards

Complaints

Cases

5
(3 cases involving water contaminant[BOD, 2; SS, 1]; 1 case involving
odor; 1 case involving noise)1(1 case involving
noise)TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment
Biodiversity

Biodiversity
Basic Approach
The Toppan Group has formulated the following basic policies oncontribution activities to conserve biodiversity with preventative

resources.

These biodiversity initiatives focus on cooperation with community

biodiversity conservation and the sustainable use of biodiverse

and adaptive methods formulated from long-term perspectives.

Toppan positions the conservation of biodiversity as an importantmembers and various other stakeholders with links to biodiversity.

element of management. The Group takes an assertive approach

The Group recognizes that biodiversity conservation and theto the sustainable use of resources by avoiding or minimizing

sustainable use of biodiverse resources help mitigate global

the impacts on biodiversity during raw material procurement

warming and enhance environmental security.

operations. The Group also proactively undertakes social

Activities■ Promoting the Conservation of Biodiversity
in conservation activities organized in site neighborhoods by

The Toppan Group established a Basic Policy on Biodiversity inenvironmental NPOs and local governments.

April 2010 to pursue biodiversity conservation. A set of Paper

The Toppan Group works with a number of stakeholders,

Procurement Guidelines for the Sustainable Use of Forest

including employees, to conserve biodiversity at operational sites

Resources was also formulated in September 2011 to step up

across Japan.

specific conservation measures.

Concrete initiatives have been carried out through two

approaches: biodiversity conservation at Group sites andBasic Policy on Biodiversity
https://www.toppan.com/assets/en/sustainability/pdf/biodiversity.pdf

employees and their families promote biodiversity conservation

Toppan Group Paper Procurement Guidelines for the Sustainable Use ofForest Resources (second edition) (in Japanese)
https://www.toppan.co.jp/assets/pdf/about-us/sustainability/2014/proc2014_06.pdf

conservation outside the sites. In the former initiatives, Toppan

within site premises in cooperation with external environmental
experts. In the latter, employees and family members take partTree-planting activities on thesite with help from neighboring
elementary school students (Gunma
Central Plant, Toppan Packaging
Products Co., Ltd.)

Observation of living creatures in thesite biotope (Fukaya Plant, Toppan
Packaging Products Co., Ltd.)

Participation in a project to nurture awatershed-protection forest organized
for Sapporo citizens by the Hokkaido
Regional Forest Office (Hokkaido
Subdivision)

120

Rice planting and harvest in agroundwater recharge project
organized by an environment
conservation council in Kumamoto
Prefecture (Kumamoto Plant, Toppan
Electronics Products Co., Ltd.)TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment
Biodiversity

Main Activities and Relevant Information

Approaches to Forest Management Certification■ FSC® and PEFC Certification (as of June 19, 2020)

FSC: Forest Stewardship Council
PEFC: Programme for the Endorsement of Forest Certification Schemes
Operational Site

Country or Region

Information & Communication Division (Toppan Printing Co., Ltd.)Japan

Environmental Design Subdivision (Living & Industry Division, Toppan Printing Co., Ltd.)Japan

Toppan Cosmo, Inc.

Japan

Satte Plant (Toppan Decor Products Inc.)Japan

Chubu Site (Environmental Design Subdivision, Living & Industry Division, Toppan Printing Co., Ltd.)Japan

Nishinihon Site (Environmental Design Subdivision, Living & Industry Division, Toppan Printing Co., Ltd.)Japan

Hiroshima Office (Environmental Design Subdivision, Living & Industry Division, Toppan Printing Co., Ltd.)Japan

Takamatsu Office (Environmental Design Subdivision, Living & Industry Division, Toppan Printing Co., Ltd.)Japan

Toppan Forms Co., Ltd.

Japan

Takiyama Plant (Toppan Forms Central Products Co., Ltd.)Japan

Fussa Plant (Toppan Forms Central Products Co., Ltd.)Japan

Nagoya Plant (Toppan Forms Tokai Co., Ltd.)Japan

Osaka Sakurai Plant (Toppan Forms Kansai Co., Ltd.)Japan

Kyushu Plant (Toppan Forms Nishinihon Co., Ltd.)Japan

Toppan Infomedia Co., Ltd.

Japan

Living & Industry Division (Toppan Printing Co., Ltd.)Japan

Kansai Living & Industry Subdivision (Nishinihon Division, Toppan Printing Co., Ltd.)Japan

Chubu Division (Toppan Printing Co., Ltd.)Japan

Mito Plant (Toppan Prosprint Co., Ltd.)Japan

Higashinihon Subdivision (Higashinihon Division, Toppan Printing Co., Ltd.)Japan

Hokkaido Subdivision (Higashinihon Division, Toppan Printing Co., Ltd.)Japan

Kyushu Subdivision (Nishinihon Division, Toppan Printing Co., Ltd.)Japan

Chugoku & Shikoku Subdivision (Nishinihon Division, Toppan Printing Co., Ltd.)Japan

Tosho Printing Co., Ltd.

Japan

121

FSC

PEFC

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Labor practices

Fair operating
practices

Operational Site

Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment

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 GmbHGermany

INTERPRINT Polska Sp. z o.o.

PolandOOO INTERPRINT RUS

RussiaOOO INTERPRINT Samara

RussiaDecotec Printing S.A.

Spain

Barcelona Office (Toppan Europe GmbH)

Spain

London Office (Toppan Europe GmbH)UK

Toppan Leefung Changcheng Printing (Beijing) Co., Ltd.

PRC

Toppan Leefung Packaging & Printing (Dongguan) Co., Ltd.

PRC

Toppan Leefung Printing (Shanghai) Co., Ltd.

PRC

Toppan Win Label Printing (Dongguan) Co., Ltd.

PRC

Toppan Leefung Advertising (Shanghai) Co., Ltd.

Biodiversity

FSC

PEFC

PRC

Toppan Excel (Hong Kong) Company Limited

Hong Kong

Yuen Long Production Plant (Toppan Forms [Hong Kong] Ltd.)

Hong Kong

Toppan Win Label Company Limited

Hong Kong

Toppan Yau Yue Paper Products Limited

Hong Kong

Toppan Leefung Printing Limited

Hong Kong

Toppan Forms (Hong Kong) Ltd.

Hong Kong

Toppan Merrill IFN Limited

Hong Kong

Toppan Merrill Limited

Hong Kong

INTERPRINT Decor (Malaysia) Sdn. Bhd.

Malaysia

Toppan Security Printing Pte. Ltd.

Singapore

Siam Toppan Packaging Co., Ltd.

Thailand122

TOPPAN Sustainability Report 2020

Organizational
Governance

Human rights

Fair operating
practices

Labor practices

Consumer issues

Community
involvement anddevelopment

TheThe Environment
environment
Biodiversity

ECO-GREEN Purchasing
Fiscal Year

2015

2016

2017

2018

2019

Number of
Cases

2,811

2,949

3,046

2,942

3,151

Note: ECO-GREEN is a toilet paper composed of about 50% used Cartocan
paper.

123

TOPPAN Sustainability Report 2020

Recognition (as of July 2020)
Inclusion in ESG Investing Indexes
Dow Jones Sustainability Indices (DJSI)S&P/JPX Carbon Efficient Index

Toppan Printing Co., Ltd. has
been included in the Dow Jones
Sustainability Indices (DJSI) World
Index for three years in a row and
was newly added to the DJSI Asia
Pacific Index in 2019.

The S&P Dow Jones and Tokyo Stock
Exchange jointly recognize Japanesecompanies with a sound recordof disclosing environment-related
information and achieving a highlevel of carbon efficiency (low carbon
emissions per unit of sales).

MSCI ESG Leaders Indexes

Ethibel EXCELLENCE Investment Register

Environmental, social, andgovernance (ESG) investment
indexes established by MSCI Inc. of
the U.S.

Forum Ethibel (a Belgian non-profit
organization) registers companies
that demonstrate outstanding ESG
performance.

MSCI Japan Empowering Women Index (WIN)ECPI INDICESAn ESG investment index composed
mainly of companies recognized fortheir excellence in gender diversity inthe workplace based on various ESG
metrics, including the percentagesof women among new hires andmanagement.

ECPI (an investment managementadvisory firm based in Luxemburg
and Milan [Italy]) recognizes
companies around the world whose
sustainability activities meet thecriteria set by ECPI.

FTSE4Good Index Series

Sompo Sustainability Index

A series of ESG investment indicesestablished by FTSE Russell of the
U.K.

Established by Sompo AssetManagement Co., Ltd. of Japan as an
ESG investment index composed ofaround 300 companies with recordsof outstanding performance in ESG
metrics.

FTSE Blossom Japan Index

EcoVadis

An ESG investment index
composed of Japanese companies
that demonstrate outstanding
environmental, social, andgovernance practices.

A France-based ratings platform that assesses corporate social
responsibility (CSR) and sustainability in supply chains basedon the four themes of the environment, labor and human rights,
ethics, and sustainable procurement.
Toppan Printing Co., Ltd. received an EcoVadis Silver medal, arecognition granted to companies ranking in the top quarter of theentities assessed.

CDP
The Carbon Disclosure Project (a notfor-profit charity) recognizes companies
that demonstrate outstanding
performance and information disclosureon the environmental front.
Toppan Printing Co., Ltd. has earneda B ranking from the CDP for its action
on climate change.

124

TOPPAN Sustainability Report 2020

Awards and Recognition for ESG
The Fiscal 2019 Nadeshiko Brands
An index of companies selected by the Japanese Ministry of Economy, Trade and Industry (METI)
and the Tokyo Stock Exchange (TSE) aiming to spur investment in companies and accelerate theirdiversity initiatives. Investors who seek enhanced corporate value over the medium- to long-term
can use the index to find promising TSE-listed companies with outstanding performance in genderequality metrics. METI and TSE have been announcing companies with excellent records of female
participation and advancement in the workplace since fiscal 2012.
Toppan Printing Co., Ltd. is one of 46 companies to be included in the index in fiscal 2019, out of a
total of approximately 3,600 listed companies.

TMG Recognition as an Outstanding “Mental Barrier-free” Supporter
A person with a “mental barrier-free” mindset thinks and takes steadfast action to realize a society andenvironment in which all people, including the elderly, people with disabilities, and parents with young
children, are able to participate equally. The Tokyo Metropolitan Government (TMG) carries out aprogram to build social momentum for mental barrier-free access by registering and announcing thenames of companies that raise awareness on the mental barrier-free mindset as “kokoro-no (mental)
barrier-free” supporters.
In fiscal 2019 Toppan Printing Co., Ltd. was recognized as an outstanding supporter that promotes
mental barrier-free approaches.

Health & Productivity Management Organization “White 500”
The Japanese Ministry of Economy, Trade and Industry (METI) has established a Certified Health &Productivity Management Organization Recognition Program. Under this program, METI recognizes
excellent enterprises and other organizations that advance health and productivity management byassessing organizations for their engagement in initiatives to address healthcare-related issues incommunities and promote the health-promotion activities recommended by the Nippon Kenko Kaigi(Japan Health Conference).
Toppan Printing Co., Ltd. has been certified as a member of the “White 500,” a select group of health &productivity management organizations in the large enterprise category, for four years running since thelaunch of the program in 2017.

SAM Sustainability Awards
RobecoSAM, a Switzerland-based investment specialist focused on ESG investing, publishes The
Sustainability Yearbook (SAM Sustainability Awards) to announce global companies with outstanding
sustainability performance ratings based on its economic, environmental, and social assessment
criteria.
Toppan Printing Co., Ltd. has received the Bronze Class distinction (awarded to companies that meetboth of two criteria: a top 10% ranking and a performance rating of 54 or above) in the Commercial
Services & Supplies sector for two years in a row.

125

TOPPAN Sustainability Report 2020

Group Business Outline
Corporate Profile

Group Profile

Corporate namePresident & Representative Director

Toppan Printing Co., Ltd.

Hideharu Maro

Head office

Number of employees

1, Kanda Izumi-cho, Chiyoda-ku,

52,599 (consolidated)Tokyo 101-0024, Japan

Phone: +81-3-3835-5111

32 associates) engaged in manifold businesses
in three fields: Information & Communication,(as of the end of March 2020)
Capital (nonconsolidated)

1900

104.9 billion yen

Toppan Printing Co., Ltd. (“the Company”) and226 related companies (194 subsidiaries and10,330 (nonconsolidated)

Established

The Toppan Group (“the Group”) comprises

Living & Industry, and Electronics.
Detailed information on related companies
can be found on Toppan’s website (https://www.
toppan.com/en/about-us/group.html).

Business Fields

Information & Communication

Providing solutions to enhance thevalue of information and deliver it

effectively to customers who requiresmooth communication.

Living & Industry

Electronics

Providing a wide range of products andProviding products related to displays

services globally to create living

environments that offer comfort andpeace of mind.

126

and semiconductors developed based oncore microfabrication technologies.

TOPPAN Sustainability Report 2020

Group Business Outline

DATA■ Net Sales

1,486.0 billion yen■Consolidated ■Nonconsolidated(billion yen)

2,000
1,500
1,000

1,474.7
773.6

845.4

841.8

831.6

2015

2016

2017

2018

(billion yen)(billionyen)(billionyen)

Information &Communication
897.0（60％）

2019(ﬁscal year)Japan
1,186.5（80％）■ Net Income■Consolidated ■Nonconsolidated■Consolidated ■Nonconsolidated

66.4 billion yen
80
48.5

0

10.1
2015

12.7
2016

17.0

2017

87.0 83.0

75

45.7
22.0

13.8
2018

50
25
0
-5

2019
(ﬁscal year)■ Net Assets & Return on
Equity (ROE)

35.2

32.5

-1.4
2016

2,000 1,876.6

42.2
41.0 40.2
30.7

2018

2.0

1.7

2015

2016

2017

(billion yen)(%)

1,200 1,066.9
900

1,172.0

3.8

600

1,310.2 8.0
7.4
6.0

3.9

3.3

4.0

3.6

2.0

300
0

2015

2016

2017

0

2018

2019
(ﬁscal year)■ Number of Employees(billion yen)

100
80
60

86.4
63.2

46,70550,705

51,210

0

8,993
2015

9,551
2016

9,699
2017

52,59951,712

9,993
2018

-1.0
2019
(ﬁscal year)

17.9

19.3

19.4

2016

2017

17.8

19.3

15
10

20

5

0

0

2015

2016

2017

2018

2019
(ﬁscal year)

2015

2018

2019
(ﬁscal year)

Electronics
8,411

Company-wide positions
1,387
Information &Communication
28,98530,00015,000

2018

25
20

68.5

40

■Consolidated ■Nonconsolidated

45,00072.0

1.9■ Number of Employees by
Business Field (consolidated)

52,59960,000

64.9

3.0
2.0

■ R&D Expenses(billion yen)

1,328.9

(%)
4.0

0

19.3 billion yen

1,303.7

2,143.5

1.0

1,310.2 billion yen/7.4% 86.4 billion yen
1,500

4.0

2,194.2500

2019(ﬁscal year)■ Capital Expenditure

2,147.9

1,000

0
2017

1,997.9

1.8

1,500

6.5
2015

(billion yen)

2,500

100

40
20

2,143.5 billion yen/4.0%(billion yen)

66.4
52.2

■ Total Assets & Return on Assets (ROA)

87.0 billion yen(billion yen)

51.6

Other regions
118.9（8％）

Living &Industry411.7（28％）■ Operating Income

60

Asia, excluding Japan
180.5（12％）

849.8

500
0

■ Net Sales by Region

Electronics
177.2（12％）

1,486.0

1,464.8

1,452.8

1,431.6■ Net Sales by Business Field

10,3302019(ﬁscal year)

Living &Industry
13,816

127

TOPPAN Sustainability Report 2020

List of Indicators Assured by an Independent Assurance Provider
The following sustainability performance indicators in this report (Sustainability Report 2020 PDF) are assured by KPMG AZSA Sustainability Co., Ltd.,an independent assurance provider.

Performance Indicators Assured by an Independent Assurance Provider andScope of the Performance Data
❶ Toppan Printing Co., Ltd. (“the Company”)❷ 13 domestic subsidiaries under the control of the Company or the Company’s business divisions and subsidiaries with production facilities(subject to the Company’s medium-term environmental targets)❸ 20 domestic Group companies (not subject to the Company’s medium-term environmental targets in Japan)❹ 25 overseas subsidiaries of the Company❺ 8 overseas Group subsidiaries

67 companies and subsidiaries in total

Every indicator assured by an independent assurance provider on the preceding pages is marked with an assurance stamp
Page

Category
Progress in
Addressing
Issues ofCompanywide
Materiality

P. 10

P. 41
P. 42
P. 46

Labor Practices

P. 40

Employee Workand Health &SafetyDiversity &Inclusion

P. 96

Elimination of Gender Disparities
Employees Taking Maternity orChildcare Leave

Occupational Health and Safety
Information on Personnel
Promoting Positive Action
Number of Recruits
Medium-and-long-term
Environmental Targets of the
Toppan GroupP. 97

Medium-term Environmental
Targets for Domestic Sites

P. 98

Single-year Environmental Targets
Quantifying Environmental Impact
based on LIME

P. 99
Fundamental
Approach to theEnvironment

P. 101
P. 102
P. 103

Environmental Performance Data
Environmental Performance Data
Environmentally Friendly Products

The Environment

Environmental Accounting

Green Procurement and Green
Purchasing
Environment-related Businesses

P. 108

P. 109Energy Consumption
Mitigation of
Global Warming

P. 111

P. 113
P. 114

Greenhouse Gas Emissions

Building of a
Recyclingoriented Society

P. 116

Control ofChemicalSubstancesP. 118

Pollution
ControlP. 121
P. 123

Scope 1, 2, 3 Greenhouse Gas
Emissions

Biodiversity

Zero-emission Efforts

Approaches to Forest Management
Certification

Scope

○

1

①

10-year retention rate by gender

○

1

①

Employees taking childcare leave

○

1

①

Deaths from occupational accidents; frequency rate; severity rate

○

1

①

Number of Personnel

○

1

①

Rank-based Percentages of Female Personnel

○

1

①

Number of Female Managerial and Supervisory Staff

○

1

①

○

1

①

ISO 14001 environmental management system certification

－

67

①-⑤

Scope 1 and 2; Scope 3

○

177

*1

Total number of regular recruits (percentage of women); mid-career
recruitment of experienced personnel by gender

CO2 Emissions

○

14

①, ②

Final Landfill Waste Disposal

○

14

①, ②

VOC Emissions into the Atmosphere

○

14

①, ②

○

14

①, ②

－

67

①-⑤

Values, Results, and Evaluation of Environmental Targets (CO2; waste;
VOC)
Global Environmental Impact and Environmental Efficiency;
Environmental Impact and Environmental Efficiency in Japan
Types of Global Environmental Impact by Business Field; Types ofDomestic Environmental Impact by Business Field
Major Types of Environmental Burden (Total burden; covering Group
companies around the world)
Major Types of Environmental Burden (subject to the environmental
targets in Japan)

－

67

①-⑤

○

67

①-⑤

○

14

①, ②

－

14

①, ②
①, ②

－

14

－

14

①-③

Capital Investment for Environmental Conservation

－

65

①-⑤

67

①-⑤

Numbers of Internal Environmental Audits and Issues in Need of
Improvement

P. 105

Indicator Assured by
an Independent
Companies
Assurance Provider

Proportion of eligible male employees taking childcare leave

Results of Environmental Education

P. 104

P. 106

Data.

Environmental Conservation Benefit－

JFPI Green Procurement Standards for Paper and Level of Fulfillment－

JFPI Green Procurement Standards for Ink and Level of Fulfillment－

4 suppliers－

In-house Green Purchasing Standards and Levels of Fulfillment

－

14

①, ②

Total sales of environment-related businesses

－

68

①-⑤+1

○

67

①-⑤

Energy consumption subject to the environmental targets in Japan

○

14

①, ②

Fuel Efficiency of Vehicles Owned by Toppan Logistics－

1

Group-wide energy consumption, including consumption associatedwith Group subsidiaries around the world

Scope 1, 2, 3 Greenhouse Gas Emissions
Percentages of Greenhouse Gas Emissions by Type (in tons of CO2
equivalent)
Percentages of Greenhouse Gas Emissions by Source (in tons of CO2
equivalent)

10
suppliers－

Toppan Logistics
Co., Ltd.

○

177

※1

○

67

①-⑤

○

67

①-⑤

Calculated Level of Fluorocarbon Leakage

－

67

①-⑤

Material Input

○

67

①-⑤

Water Consumption (Water Consumption; Effluent Discharge)

○

67

①-⑤

Waste Discharge and Recycling

○

67

①-⑤

Zero-emission Sites

－

34

①-③

VOC Emissions into the Atmosphere

○

14

①, ②

PRTR Data

－

14

①, ②

Monitoring Soil and Groundwater Pollution

－

18

①-③

Preventing Pollution; Approach to Environmental Compliance

－

18

①-③

FSC® and PEFC Certification

－

74

①-⑤+7

ECO-GREEN Purchasing

－

14

①, ②

*Total values may not exactly match the sum totals of individual values, as decimals are rounded up or down.
*1 All Group entities consolidated for accounting purposes, excluding overseas manufacturing subsidiaries that were consolidated in fiscal 2019 (from April
2019 to March 2020).

128

TOPPAN Sustainability Report 2020

Independent Assurance Report

Toppan is authorized to attach the mark on the left as a testament to the reliability of the sustainability information presented in thisSustainability Report 2020 . Any report bearing this mark meets the Sustainability Reporting Assurance and Registration Criteria establishedby The Japanese Association of Assurance Organizations for Sustainability Information.

129

TOPPAN Sustainability Report 2020

Global Reporting Initiative Content Index
The Sustainability Report 2020 has been prepared by referring to the Global Reporting Initiative (GRI) Standards.

GRI 102: General Disclosures

GRI 102: General Disclosures102-1

Name of the organization

P. 126: Group Business Outline
Back cover

102-2

Activities, brands, products, andservices

P. 03: Toppan’s Sustainability
Initiatives
P. 126: Group Business Outline

102-3

Location of headquarters

P. 126: Group Business Outline
Back cover

102-4

Location of operations

−

102-5

Ownership and legal form

P. 126: Group Business Outline

102-6

Markets served

P. 03: Toppan’s Sustainability
Initiatives
P. 126: Group Business Outline

102-7

Scale of the organization

PP. 126-127: Group Business
Outline102-8

Information on employees and otherworkers

P. 42: Information on Personnel
PP. 126-127: Group Business
Outline102-9

Supply chain

P. 56: Sustainable Procurement102-10Significant changes to theorganization and its supply chain

N/A

Precautionary Principle or approach

PP. 21-22: Climate Change Risk
and the TCFD
P. 23: Efforts to Prevent the Spreadof COVID-19
PP. 29-30: Risk Management
PP. 31-32: BCP/BCM
PP. 60-62: Initiatives for Products
and Services
PP. 71-78: Consumer Protection

102-11

102-12External initiatives

Membership of associations

P. 107: Mitigation of Global
Warming102-14

Statement from senior decisionmakerP. 02: Executive Message

102-16

Values, principles, standards, andnorms of behavior

PP. 03-04: Toppan’s Sustainability
Initiatives
P. 52: Strict Compliance102-18Governance structure

PP. 25-28: Corporate Governance102-40

List of stakeholder groups

P. 05: Stakeholder Engagement102-41

Collective bargaining agreements

P. 33: Labor-Management Initiatives
for Human Rights
P. 36: Labor-Management
Partnership

102-42

Identifying and selecting stakeholders−

102-43

Approach to stakeholder
engagement

P. 05: Stakeholder Engagement102-44

Key topics and concerns raised−

102-45

Entities included in the consolidated
financial statements

P. 01: Sustainability Report 2020
P. 126: Group Business Outline
P. 128: List of Indicators Assured
by an Independent Assurance
ProviderDefining report content and topic
Boundaries

P. 01: Sustainability Report 2020
PP. 06-07: Materiality
P. 128: List of Indicators Assured
by an Independent Assurance
Provider102-47

List of material topics

P. 06: Materiality
PP. 08-10: Ideals pursued in
Toppan’s sustainability initiatives:
Fulfilling, Sustainable Living

102-48

Restatements of information

N/A

102-49Changes in reporting

PP. 06-07: Materiality
PP. 08-10: Ideals pursued in
Toppan’s sustainability initiatives:
Fulfilling, Sustainable Living

102-50

Reporting period

P. 01: Sustainability Report 2020

102-51

Date of most recent report

P. 01: Sustainability Report 2020

102-52

Reporting cycle

P. 01: Sustainability Report 2020

102-46

Contact point for questions
regarding the report

P. 01: Contact Information

102-54Claims of reporting in accordancewith the GRI Standards

P. 01: Approach to Sustainability
Information Disclosure102-55

GRI content index

PP. 130-132: Global Reporting
Initiative Content Index

External assurance

P. 128: List of Indicators Assured
by an Independent Assurance
ProviderP. 129: Independent Assurance
Report102-56

GRI 201: Economic Performance
Management approach disclosures

−

201-1

Direct economic value generated
and distributed

P. 127: Group Business Outline

201-2

Financial implications and otherrisks and opportunities due toclimate change

PP. 21-22: Climate Change Risk
and the TCFD

201-3

Defined benefit plan obligations
and other retirement plans

−

201-4

Financial assistance received fromgovernment−

GRI 202: Market Presence

PP. 21-22: Climate Change Risk
and the TCFD
P. 33: Human Rights
P. 94: Medium-and-long-term
Environmental Targets of the
Toppan Group (approved by theSBTi)

102-13102-53

Management approach disclosures

−

202-1

Ratios of standard entry level wage
by gender compared to local
minimum wage

−

202-2

Proportion of senior management
hired from the local community−

GRI 203: Indirect Economic Impacts
Management approach disclosures

−

203-1

Infrastructure investments andservices supported

PP. 17-20: Special Report 2

203-2

Significant indirect economic
impacts

PP. 23-24: Efforts to Prevent the
Spread of COVID-19

GRI 204: Procurement Practices

204-1

Management approach disclosures

PP. 56-59: Sustainable Procurement

Proportion of spending on local
suppliers−

GRI 205: Anti-corruption

Management approach disclosures

PP. 25-26: Corporate GovernancePP. 29-30: Risk Management
PP. 33-34: Human Rights
PP. 52-55: Strict Compliance
PP. 56-59: Sustainable Procurement

205-1

Operations assessed for risks related
to corruption

P. 52: Strict Compliance

205-2

Communication and training aboutanti-corruption policies andprocedures

P. 53, P. 55: Strict Compliance

205-3

Confirmed incidents of corruption
and actions taken−

GRI 206: Anti-competitive Behavior

206-1

130

Management approach disclosures−

Legal actions for anti-competitive
behavior, anti-trust, and monopoly
practices−

TOPPAN Sustainability Report 2020

GRI 301: Materials

GRI 305: Emissions

Management approach disclosures

PP. 92-100: Fundamental Approachto the Environment

301-1

Materials used by weight or volume

PP. 101-102: Environmental
Performance Data
P. 113: Material Input

301-2

Recycled input materials used

−

301-3

Reclaimed products and theirpackaging materials−

GRI 302: Energy
Management approach disclosures

PP. 92-100: Fundamental Approachto the Environment
P. 107: Mitigation of Global
Warming

Energy consumption within theorganization

PP. 101-102: Environmental
Performance Data
P. 108: Energy Consumption

302-2

Energy consumption outside of theorganization

PP. 101-102: Environmental
Performance Data
PP. 109-110: Scope 1, 2, 3
Greenhouse Gas Emissions

302-3

Energy intensity

PP. 109-110: Scope 1, 2, 3
Greenhouse Gas Emissions

302-4

Reduction of energy consumption

P. 108: Energy Consumption

302-5

Reductions in energy requirements
of products and services

P. 103: Environmentally Friendly
Products

302-1

305-3

Other indirect (Scope 3) GHG
emissionsP. 10: Progress in Addressing Issues ofCompanywide Materiality
P. 97: Medium-and-long-term
Environmental Targets of the ToppanGroup
PP. 101-102: Environmental
Performance Data
PP. 109-110: Scope 1, 2, 3 Greenhouse
Gas Emissions

305-4

GHG emissions intensity

PP. 109-110: Scope 1, 2, 3
Greenhouse Gas Emissions

305-5

Reduction of GHG emissions

P. 98: Medium-term Environmental
Targets for Domestic Sites
P. 111: Greenhouse Gas Emissions

305-6

Emissions of ozone-depleting
substances (ODS)

P. 111: Greenhouse Gas Emissions

Nitrogen oxides (NOX), sulfur oxides(SOX), and other significant air
emissionsP. 10: Progress in Addressing Issuesof Companywide Materiality
P. 98: Medium-term Environmental
Targets for Domestic Sites
PP. 101-102: Environmental
Performance Data
P. 116: VOC Emissions into the
Atmosphere305-7

GRI 306: Effluents and Waste

Management approach disclosures

P. 10: Progress in Addressing Issuesof Companywide Materiality
PP. 92-100: Fundamental Approachto the Environment
P. 112: Building of a Recyclingoriented Society
P. 114: Zero-emission Efforts

306-2

Waste by type and disposal method

P. 10: Progress in Addressing Issuesof Companywide Materiality
P. 98: Medium-term Environmental
Targets for Domestic Sites
P. 113: Waste Discharge andRecyclingP. 114: Zero-emission Efforts

306-3

Significant spills

P. 118: Monitoring Soil and
Groundwater Pollution

306-4

Transport of hazardous waste

P. 116: PRTR Data

GRI 303: Water and EffluentsManagement approach disclosures

PP. 29-30: Risk Management
PP. 92-100: Fundamental Approachto the Environment
P. 117: Pollution Control

303-1

Interactions with water as a sharedresource

P. 117: Pollution Control

303-2

Management of water dischargerelated impacts

P. 117: Pollution Control

303-3

Water withdrawal

PP. 101-102: Environmental
Performance Data
P. 113: Water Consumption

303-4

Water discharge

PP. 101-102: Environmental
Performance Data
P. 113: Water Consumption

303-5

Water consumption−

GRI 307: Environmental Compliance

GRI 304: Biodiversity
Management approach disclosures

304-1

PP. 92-100: Fundamental Approachto the Environment
P. 120: Biodiversity

307-1

Operational sites owned, leased,managed in, or adjacent to, protected
N/A
areas and areas of high biodiversity
value outside protected areas

304-2

Significant impacts of activities,
products, and services on
biodiversity

PP. 121-122: Approaches to Forest
Management Certification
P. 123: ECO-GREEN Purchasing

304-3

Habitats protected or restored

P. 120: Biodiversity

304-4

IUCN Red List species and national
conservation list species with
habitats in areas affected byoperations

N/A

305-1

305-2

Management approach disclosures

Direct (Scope 1) GHG emissions

P. 10: Progress in Addressing Issuesof Companywide Materiality
P. 97: Medium-and-long-term
Environmental Targets of the
Toppan Group
PP. 101-102: Environmental
Performance Data
PP. 109-110: Scope 1, 2, 3
Greenhouse Gas Emissions

Energy indirect (Scope 2) GHG
emissionsPP. 29-30: Risk Management
PP. 52-54: Strict Compliance
PP. 92-100: Fundamental Approachto the Environment

Non-compliance with environmental
laws and regulations

PP. 118-119: Preventing Pollution /Approach to Environmental
Compliance

GRI 308: Supplier Environmental Assessment
Management approach disclosures

PP. 56-57: Sustainable Procurement308-1

New suppliers that were screenedusing environmental criteria

P. 56, P. 58: Sustainable Procurement

308-2

Negative environmental impacts inthe supply chain and actions taken

P. 58: Sustainable Procurement

GRI 401: Employment
Management approach disclosures

PP. 29-30: Risk Management

401-1

New employee hires and employee
turnoverP. 42: Information on Personnel

401-2

Benefits provided to full-time
employees that are not provided totemporary or part-time employees

−

401-3

Parental leave

P. 40: Main Leave Systems andFamily Benefits
P. 44: Diversity & Inclusion

GRI 305: Emissions
P. 10: Progress in Addressing Issuesof Companywide Materiality
PP. 29-30: Risk Management
PP. 92-100: Fundamental Approachto the Environment
P. 117: Pollution Control

Management approach disclosures

GRI 402: Labor/Management Relations

402-1

P. 10: Progress in Addressing Issuesof Companywide Materiality
P. 97: Medium-and-long-term
Environmental Targets of the
Toppan Group
PP. 101-102: Environmental
Performance Data
PP. 109-110: Scope 1, 2, 3
Greenhouse Gas Emissions

131

Management approach disclosures

P. 33: Human Rights
P. 36: Employee Work and Health &SafetyMinimum notice periods regarding
operational changes−

TOPPAN Sustainability Report 2020

GRI 409: Forced or Compulsory LaborGRI 403: Occupational Health and Safety

Management approach disclosures

P. 10: Progress in Addressing Issues ofCompanywide Materiality
PP. 29-30: Risk Management
PP. 36-38: Employee Work and Health& Safety

Occupational health and safety
management system

P. 37: Employee Work and Health &SafetyHazard identification, risk
assessment, and incident
investigation

P. 23: Efforts to Prevent the Spreadof COVID-19

403-3

Occupational health services

P. 23: Efforts to Prevent the Spreadof COVID-19
P. 38: Employee Work and Health &Safety403-4

Worker participation, consultation,and communication on occupational
health and safety

P. 36: Employee Work and Health &SafetyP. 41: Safety Meetings

Worker training on occupational
health and safety

P. 23: Efforts to Prevent the Spreadof COVID-19
P. 38: Employee Work and Health& SafetyP. 41: Expanding Anzen Dojo
Overseas

403-1
403-2

403-5

403-6

Promotion of worker healthP. 10: Progress in Addressing Issues ofCompanywide Materiality
PP. 36-38: Employee Work and Health& SafetyP. 41: Company-wide Mental Stress
Checks403-7

Prevention and mitigation ofoccupational health and safety
impacts directly linked by business
relationships

P. 23: Efforts to Prevent the Spreadof COVID-19

403-8

Workers covered by an occupational
P. 37: Employee Work and Health &health and safety management
Safetysystem403-9Work-related injuries

P. 41: Occupational Health and
Safety403-10Work-related ill healthP. 38: Employee Work and Health &Safety409-1

Management approach disclosures
404-1

Average hours of training per year
per employee

−

404-2

Programs for upgrading employee
skills and transition assistanceprograms

PP. 49-50: Human Asset
Development
P. 51: Data on Toppan’s Human
Asset Development Programs in
Fiscal 2019

Percentage of employees receiving
regular performance and careerdevelopment reviews

−

404-3

410-1

405-1

405-2

Diversity of governance bodies andemployees
Ratio of basic salary andremuneration of women to men

411-1

Management approach disclosures−

Incidents of violations involving
rights of indigenous peoples−

Management approach disclosures

P. 33: Human Rights

412-1

Operations that have been subject
to human rights reviews or impact
assessments

−

412-2

Employee training on human rights
policies or procedures

P. 16: Special Report 1
P. 34: Human Rights
P. 45: Diversity & Inclusion
P. 48: Open Seminar on LGBT
Inclusion

412-3

Significant investment agreements
and contracts that include humanrights clauses or that underwent
human rights screening−

Management approach disclosures

P. 79: Community Involvement andDevelopment

413-1

Operations with local community
engagement, impact assessments,
and development programs

PP. 79-91: Community Involvement
and Development

413-2

Operations with significant actualand potential negative impacts on
local communities−

Management approach disclosures

PP. 56-57: Sustainable Procurement414-1

New suppliers that were screenedusing social criteria

P. 56, P. 58: Sustainable Procurement

414-2

Negative social impacts in the supply
chain and actions taken

P. 58: Sustainable Procurement

GRI 415: Public Policy
415-1

Management approach disclosures−

Political contributions−

GRI 416: Customer Health and Safety

P. 27: List of Directors and Audit& Supervisory Board Members
P. 42: Information on Personnel
P. 46: Promoting Positive Action

Management approach disclosures

PP. 29-30: Risk Management
PP. 60-61: Initiatives for Products
and Services
PP. 64-68: Universal Design

416-1

Assessment of the health and safety
impacts of product and service
categories

PP. 60-62: Initiatives for Products
and Services
PP. 64-68: Universal Design

416-2

Incidents of non-complianceconcerning the health and safety
impacts of products and services

N/A

GRI 417: Marketing and LabelingManagement approach disclosures

PP. 29-30: Risk Management
PP. 60-61: Initiatives for Products
and Services
PP. 64-68: Universal Design

417-1

Requirements for product andservice information and labelingP. 63: CFP Quantifications andCarbon-offset Certification for
Printed Materials and Events
PP. 64-68: Universal Design

417-2

Incidents of non-complianceconcerning product and service
information and labeling

N/A

417-3

Incidents of non-complianceconcerning marketing
communications

N/A−

PP. 11-16: Special Report 1

Incidents of discrimination andcorrective actions taken−

Management approach disclosures

P. 33: Human Rights
P. 36: Employee Work and Health &SafetyOperations and suppliers in which
the right to freedom of associationand collective bargaining may be atrisk−

GRI 418: Customer Privacy
Management approach disclosures

GRI 408: Child Labor

408-1

−

GRI 414: Supplier Social Assessment

P. 10: Progress in Addressing
Issues of Companywide
Materiality
PP. 11-16: Special Report 1
PP. 43-45: Diversity & Inclusion

Management approach disclosures

Management approach disclosures−

Security personnel trained inhuman rights policies orprocedures

GRI 413: Local Communities

GRI 407: Freedom of Association and Collective Bargaining

407-1

Management approach disclosures

GRI 412: Human Rights Assessment

GRI 406: Non-discrimination

406-1

−

GRI 411: Rights of Indigenous Peoples

GRI 405: Diversity and Equal Opportunity

Management approach disclosures

P. 33: Human Rights

Operations and suppliers at
significant risk for incidents offorced or compulsory labor

GRI 410: Security Practices

GRI 404: Training and Education
PP. 49-50: Human Asset
Development

Management approach disclosures418-1

P. 33: Human Rights

PP. 29-30: Risk Management
PP. 71-78: Consumer Protection

Substantiated complaints concerning
breaches of customer privacy andN/Alosses of customer data

GRI 419: Socioeconomic Compliance

Operations and suppliers at
significant risk for incidents of child −
labor

419-1

132

Management approach disclosures

PP. 29-30: Risk Management
PP. 52-54: Strict ComplianceNon-compliance with laws andregulations in the social andeconomic area

P. 54: Strict Compliance

TOPPAN Sustainability Report 2020

1, Kanda Izumi-cho, Chiyoda-ku, Tokyo 101-0024, Japan
https://www.toppan.com/en/

TOPPAN 2020.11 KI