Dai Nippon Printing Co., Ltd.
Corporate Social Responsibility Office, Corporate Communication Division
1-1, Ichigaya Kagacho 1-chome, Shinjuku-ku, Tokyo 162-8001, Japan
Tel: +81-3-3266-2111
Fax: +81-3-5225-8083
URL: http://www.dnp.co.jp/eng/
Next issue scheduled for release in June 2014
Published: June 2013 © 2013 DNP

DNP Group
CSR Report 2013

Editorial Policy

DNP Corporate Profile

Building broad understanding of our business aimed at helping create a sustainable society(as of March 31, 2013)

Corporate Overview

CSR

Company Name Dai Nippon Printing Co., Ltd.

At DNP, we view corporate social responsibility as part of thefundament of our business. Our business activities are designed
to make a contribution to society, and our products and services
are based on a desire to find solutions to society’s problems. We
believe it is our duty to reveal the state of our business tostakeholders* honestly, to which end, it is vital that we provide
appropriate information relating to the company’s finances andother business matters.
The DNP website is a vast database of all such information, andwe strive to maintain it as a highly transparent repository of
information about the company’s past, present, and future. At
the same time, the information most frequently required bystakeholders is also made available on a range of other media.

This annual CSR Report has been overhauled and updated. The
report is now structured with Special Report – DNP’s Growth
Strategy, a new section that looks at the company’s tactics for
growth from a CSR standpoint; 2012 CSR Management Report,
which plots our progress in CSR activities over the precedingbusiness year (April 1, 2012 to March 31, 2013); and Annual CSR
Topics, which offers an in-depth look into some of the key
elements of our CSR practices. Detailed information on ourenvironmental performance is available in the Environmental
Report, which is available as a PDF file on the company website.
Furthermore, we also offer a CSR App for use on smartphones
and tablet computers.
Additional information related to our CSR efforts that is notavailable on any of the aforementioned media can be found on
the DNP corporate site.

* All people with a direct or indirect interest in the actions of the DNP
organization. These include clients, consumers, shareholders, suppliers,
local communities, and employees.

DNP
corporate site

Head Office

1-1, Ichigaya Kagacho 1-chome, Shinjuku-ku,
Tokyo 162-8001, Japan
Tel: +81-3-3266-2111

Established

October 1876

Paid-in Capital¥114.464 billion

Number of
Employees

39,445 (Consolidated)
10,724 (Non-consolidated)Group
Companies

Consolidated subsidiaries: 120
Equity-method affiliates: 13

Financial Data

Net Sales¥1,446.6 billion (down 4.0% year-on-year)
Operating Income¥35.8 billion (up 5.2% year-on-year)
Ordinary Income¥40.3 billion (up 9.4% year-on-year)
Net Income¥19.2 billion (previous year: net loss of ¥16.3 billion)(FY ending
March 2013)

A vast database of financial and non-financial information about DNP
can be found at http://www.dnp.co.jp/eng/

CSR
Reports

CSR App(PDF)(Mobile application)

About CSR Report 2013
On the website: CSR Efforts*
The CSR Efforts section of the website has been updated andexpanded. Some information on CSR activities that was previously available in the CSR Report has been shifted to thewebsite and reorganized from the perspective of our Three
Corporate Responsibilities (see page 5).
Meanwhile, the website, which serves as a CSR database, hasbeen upgraded to also function as an active source of information, making it the ideal companion to the CSR Report.
Foundations of theThree Corporate
Responsibilities

Compliance with the Law and Social Ethics

First Responsibility

Contributing to the Development of Society

Development of a System for Business Continuity
Respect for Human Dignity and Diversity
Realization of a Safe and Vibrant Workplace
Realization of a ‘Universal Society’

SecondResponsibility

Ensuring the Safety and Quality of Our Products
and Services
Ensuring Information Security
Promoting Social Responsibility through the
Supply Chain
Social Contribution as a Good Corporate Citizen
Environmental Conservation and the Realizationof a Sustainable Society

Third Responsibility Proper Disclosure of Information

Policies; frameworks; activity examples; numerical information
regarding DNP’s CSR Management and other topics* Available only in Japanese

1

1

Top Message

3

CSR at DNPFor Realizing a Sustainable Society

5Special Report
DNP’s Growth Strategy:“Today’s Innovationis Tomorrow’s Basic”

92012 CSR Management Report

15

Annual CSR Topics

21

Overseas CSR Initiatives

25

Printing

Social Contribution Activities

29

Our printing operation comprises an extensive range of businesses
aimed at offering solutions to consumers and corporate clients ina variety of sectors through application and advancement ofprinting and information technologies.

Third Party Opinion

33

A Message from the
CSR Committee Chairman

34

Business Segments

Environmental
Reports(Brochure and PDF)

Editorial Policy, DNP Corporate Profile

Environmental Activities

Simple access to the CSR information most required by stakeholders via a range of media

On the website:
CSR Efforts
http://www.dnp.co.jp/
eng/csr/corporate.html

CONTENTS

Period covered by this report

Information Communication

This report focuses on activities carried out in the
period of April 1, 2012 to March 31, 2013.

Books and magazines, commercial
printing, smart cards, network
businesses, etc.

However, reporting is not confined to this period regarding

percentage of total sales:

48.2%

some important matters.

About the cover design
Dai Nippon Printing Co., Ltd.
Corporate Social Responsibility Office, Corporate Communication Division
1-1, Ichigaya Kagacho 1-chome, Shinjuku-ku, Tokyo 162-8001, Japan
Tel: +81-3-3266-2111
Fax: +81-3-5225-8083

Scope of report
This report applies to all companies and divisions of
the DNP Group.
In this report, “DNP” indicates the DNP Group, as distinct from Dai Nippon Printing Co., Ltd. The designation“DNP Group” shall be used in contexts where weemphasize the Group as a whole.

Stakeholders’ views
Comments from DNP stakeholders are provided in order to add context to the report’s content and to bringobjectivity to the assessment of our activities. One
Akiyama, president of Integrex Inc., adds her opinion
to bring further third-party perspective to DNP’s overall CSR activity reports.

Lifestyle and Industrial Supplies
Packaging, decorative materials for living
spaces, information media supplies,
advanced optical films, energy-related
components, etc.
percentage of total sales:

percentage of total sales:

12.3%

Beverages

Beverages
percentage of total sales:

DNP Group
CSR Report 2013

Seeds are a potent symbol of the beginnings of life andthe realization of the society we want to achieve—one
where the environment is protected through thesustainable use of resources. The cover image is a sign ofour hope that the seeds planted through DNP’s CSR
activities will grow big and strong in the future.

Norito Shinmura, graphic designer

In addition to bottling and selling beverages, Hokkaido Coca-Cola Bottlingdevelops new and original products with its Coca-Cola brand advantages.

Reference guidelines• GRI (Global Reporting Initiative)“Sustainability Reporting Guidelines Ver. 3.1”
• Ministry of the Environment“Environmental Reporting Guidelines (2012 edition)”• ISO 26000, JIS Z 26000

Published: June 2013 © 2013 DNP

35.6%

Electronics
Display components,
electronic devices, etc.

URL: http://www.dnp.co.jp/eng/
Next issue scheduled for release in June 2014

3.9%

Born in Yamaguchi in 1960, Shinmura graduated from Osaka
Designers’ College. After working at the design firm of renowned
designer Shin Matsunaga, Shinmura established the Shinmura
Design Office, where he has worked on projects for Shiseido, theMuji Campground, McDonald’s Japan, SSP, Shinmura Suisan,and the Tokyo bid for the 2020 Olympic games. Shinmura has
won a number of awards, including the Japan Graphic Designers’
Association New Designer Award, top honors in the Mainichi
Design Award, the Environmental Advertisement Contest Grand
Prize, the New York Art Directors’ Club ADC Awards Silver Prize,
the International Biennial of Graphic Design Brno Gold Prize, andthe Tokyo Art Directors’ Club Prize.

DNP Group CSR Report 20132

Top Message

Going Beyond Society’s

Two years have passed since the Tohoku-Pacific Ocean
Earthquake of March 2011, but the ravaged communities stillrequire assistance. At DNP, we still have a number of initiatives
in place so that we may do our part to help rebuild thosecommunities and aid people.
One of those initiatives is a partnership between DNP and
the Recovery Support Promotion Office of DNP Tohoku, a
DNP Group company operating in the region affected by thedisaster. Together, we offer our product development expertise, skills, and resources to people in the seafood processing
industry along the coast of Miyagi Prefecture in order to help
them create new business ventures. To ensure this deserving
project maintains momentum, we are offering Tohokusourced items at our company cafeteria and making Tohoku
region products available for sale to our employees. The
company has a matching donation plan, where DNP donates
an amount equivalent to the proceeds from those sales. I
believe that the success of this project has been magnified byacting not only as a vehicle for corporate aid but also as ameans for employees to support disaster victims in their dayto-day lives. We at DNP remain devoted to providing ongoing
assistance to disaster-hit communities.
The overriding mission of any company is to create valuethat will contribute to the advancement of society. To date,
we have leveraged our unique printing technologies, experience, and expertise to work with a variety of companies todevelop products and services that may help solve many of theissues facing society. It gives us great joy to know that theresults of those efforts have become standard parts of people’s
lives; they are used widely in a range of business scenarios and3are helping to create new ways of living. Our dedication to
helping society overcome its challenges remains strong, andwe will continue our efforts to make the world a better, more
comfortable place. That sentiment is encapsulated in thecatchphrase, “Today’s Innovation is Tomorrow’s Basic.” It
speaks of our intention to forge new and better ways of
distributing information, tackle with global environmental
issues and energy problems, and develop innovative systems,
products, and services needed for society to prosper. Althoughinnovative today, the outcomes of this intention will in the
future become tools that are so basic to us in our daily lives
that we barely even think about using them. In this way, we
look forward to contributing to social prosperity while
bettering ourselves as a company.
In recent times, conflict minerals have come to be seen as amajor inhibitor of sustainable development. The world isseeking to mandate that corporations disclose the channels
through which they buy and sell relevant minerals so as toprevent those harvested in war zones from being used to fundinhumane causes. At DNP, we have long followed stringent
CSR Procurement Criteria, under which we require all our
suppliers to follow fair and appropriate business practices.
What is more, conflict minerals are known to find their way
into the mineral supplies used to manufacture electronic
components, so we have introduced procedures for ascertaining that our electronic components contain no minerals
sourced from conflict areas.
Prevention of environmental destruction is another area
where urgent action is needed. To that end, we at DNP
adopted the DNP Group Biodiversity Declaration in March

Expectations, Building Trust in Our Brand

2010, and are making a conscious effort to minimize theimpact of our business on the natural environment. To that
end, we established two key initiatives in 2012: improvementof material procurement practices and creation of green spaces
at our business sites. This was particularly relevant to the
procurement of paper, a part of our major business which has
a significant influence on ecosystems. Thus, in August 2012,
we instituted DNP Group Guidelines for Procurement ofPaper for Printing and Converting aimed at sustainable use
and maintenance of forests, and the protection of rare plants
and animals. The guidelines provide standards that must be
met when purchasing paper from suppliers, and we hope thatcomplying with these rules will enhance our efforts to sustain
natural resources as part of our business activities.
A common thread running through these examples at
DNP, is our belief in the importance of CSR activities that do
not begin and end with our company alone. The entire value
chain needs to be involved and incorporated into the responseto the problems society faces. As activities like these become
increasingly important, we at DNP look forward to bolstering
our CSR efforts in cooperation with our stakeholders in orderto achieve ever greater outcomes.
Trust is the key for any company to carry on a diverse arrayof business activities. I firmly believe that DNP can only earn
the trust of consumers and society at large by constantly striving to communicate and to meet their expectations. We must
keep abreast of society’s tides and directions, and anticipate
the kind of society consumers want to live in. To achieve that,
we are investing more effort than ever before into listening
directly to what consumers are saying.

For instance, January 2013 saw the opening of Communication Plaza dot DNP, an interactive facility in Ichigaya, Tokyo,
where members of the public can try out all the latest andgreatest from DNP. There, consumers can sample e-books at
the honto café, visit the Digital Picture Book Museum, find
new ways of enjoying photos and photo books at the Enjoy!
Photo Park, as well as participate in a range of fun events.
Visitor numbers have far exceeded our initial expectations,and we have received a large volume of valuable feedback.
This direct communication with consumers in real situations,coupled with more forthright dialogue with a wider range ofstakeholders, is the way for DNP to ensure broad understanding of our initiatives.
We at DNP look forward to creating value that makes agenuine contribution to the community. We are fullycommitted to acting in good faith so as to meet and go
beyond society’s expectations, and to constantly improving
communication with all our stakeholders. By doing so, I
believe we can strengthen our brand and our position as atrusted corporate citizen.

President

Yoshitoshi Kitajima
DNP Group CSR Report 2013

4

CSR at DNPFor Realizing a Sustainable Society
Seeking to Perform Our Three Corporate Responsibilities
The essential mission of CSR at DNP is the realization of our Management Concept:“The DNP Group will contribute to the emergently evolving society of the 21st century.”
We aim to achieve a sustainable society by developing a broad understanding ofsocial changes and needs from a global perspective, recognizing
the influence and effects that DNP has on the world, and configuring
our business activities so as to contribute to the solution of problems faced by
the corporate community, consumers, and society as a whole.

DNP’s Approach to CSR

Three Corporate Responsibilities

The goal of our CSR activities is to earn and maintain the trust of all stakeholders.
At DNP, we endeavor to perform our Three Corporate Responsibilities throughfrank dialogue with stakeholders and by fulfilling all that is expected of us.

1

2

3

Value
Creation

Integrity in
Conduct

Transparency

secondresponsibility

The first and most fundamental

The

is

Finally, the third vital corporate

responsibility of a corporation to“practicing fairness and imparti-

responsibility is “providing account-society is “providing new value

ality in value creation processes.”ability to society and being ato society.” We must make a

No matter how superior or usefulcompany with high transparency.”

connection between the offering

to society the value produced is,

DNP achieves accountability byof products and services neces-value is compromised if, for example,

encouraging all employees, during

sary to the sustainable develop-

environmental damage occurs or

the course of their regular duties,

ment of society and the growth oflaws are broken during the value

to engage in TAIWA* with stake-the company. DNP will continue

creation process. Therefore, DNP

holders, listen to their opinions,to provide high value whichseeks to fulfill this responsibility

and provide correct information

contributes to the solution of

by ensuring that all employees

themselves.

social problems through our P&I

always conduct business with

Solutions Business Vision.

integrity in accordance with the
DNP Group Code of Conduct.

5(Accountability)* TAIWA is a Japanese word describing
process for identifying problems andfinding solutions through the exchange ofviewpoints and ideas.

Today’s Innovation is Tomorrow’s Basic
The first responsibility, value creation, pertains directly to our business activities. At DNP, we intend todischarge our first responsibility by ensuring thatevery facet of our operations conforms to our CSR
stance. For that purpose, we will establish a clearer,
more detailed value creation policy so that we may
continue to develop higher values that will help
society overcome its challenges.
Modern society—and, indeed, the planet Earth—face many problems. Our role is to make a realcontribution to finding solutions to those problems
and building a sustainable society—this is also ourdirection of growth. Of the myriad issues society
faces, we believe DNP’s strengths can be leveraged
to create systems, products, and services suitable toplay a part in solving those in our focus areas shown
to the right.
We are convinced that the systems, products, andservices we thus develop will in future become vital
tools that people keep close at hand for their daily
lives, their businesses, and their social structures. At
DNP, we call this “Today’s Innovation is Tomorrow’s
Basic.” It is a slogan that represents our desire to free
our minds from the bonds of current conventional
thinking and break new ground through innovation soas to further increase corporate value.
See the following pages for more details on
DNP’s growth strategy

Information
distribution
Convenience with which
information is safely andcomfortably exchanged withthe rest of the world

Health andmedical care
Safety that supports healthy,
high-quality lifestyles

Environment and energy
Protecting the Earth’s
environment and sustaining
the ability to enjoy its
blessing

Comfortable living
The comfort of living healthy,
satisfying lives while
cooperating with otherpeople

P9-14

The DNP Group Vision for the 21st Century and the DNP Group Code of Conduct form a solid foundationfor our efforts to perform our Three Corporate Responsibilities and make tomorrow’s basic today.
DNP Group Vision
for the 21st Century
Comprised of our Management
Concept, Business Vision, andGuiding Principles, the DNPGroup Vision for the 21st Century
is a statement of our intention to
make a contribution to society.

Management Concept

Value
Creation

The DNP Group will contribute to theemergently evolving societyof the 21st century.

Accountability

Business Vision: P&I Solutions

Guiding Principles: Five Principles
Principles to guide employee conduct:
TAIWA, independence/collaboration,
challenge, integrity, and responsibility

DNP Group Code of Conduct

We will identify and solve the problems andissues that consumers and corporate clients
face within the emergently evolving society
by fusing our Printing Technologies (PT) andInformation Technologies (IT).

This underpins each and every
activity aimed at realizing the
DNP Management Concept.
All employees must observe
the Code of Conduct, and act
with integrity based on highethical standards.

1. Contributing to the development of society
2. Social contribution as a good corporate citizen
3. Compliance with the law and social ethics
4. Respect for human dignity and diversity
5. Environmental conservation and the realization of a sustainable society
6. Realization of a 'universal society'
7. Ensuring the safety and quality of our products and services
8. Ensuring information security
9. Proper disclosure of information
10. Realization of a safe and vibrant workplace

IntegrityinConduct

DNP Group CSR Report 2013

6

CSR at DNPEarning the Trust of Society

Applying Worldwide Principles to Day-to-Day Operations

Corporate Governance

CSR Management

Basic Approach to Corporate Governance
We at DNP regard strengthening corporate governance as an important management issue for fulfilling
our social responsibilities as an emergent 21st century
company able to maintain the trust of stakeholders.
In addition to building and operating a system toenable accurate decision-making, proper and prompt
execution of business operations based on thosedecisions, as well as oversight and auditing of those
operations, we are also working to raise awarenessamong all our employees of the importance of compliance through thorough training and education, andby working to improve internal controls and otherareas of corporate governance.

even smoother, by the involvement of an independent
director.
Each director’s term of office is set at one year inorder to clarify his or her responsibilities for eachbusiness year. The board, which is comprised of 20
directors, including one independent director, meets
monthly. Its operations are governed in accordancewith the Company’s Board of Directors Regulations.
Meanwhile, the board also appoints corporate
officers to carry out the board’s decisions. Corporate
officers are given the authority and accountability tomake decisions and perform the business assigned tothem by the board, and through close communication
with directors, they ensure the views of those on thefrontlines are reflected in the company’s administration.
DNP also has a Board of Auditors. The board has atotal of five auditors, including one expert in finances
and accounts, and three independent auditors. Each
auditor oversees the directors’ work in accordancewith their assigned roles and in line with the Board ofAuditors standards, and they request reports fromthe company’s directors and employees as necessary.
Thus, the DNP corporate governance structure isdesigned to ensure appropriate and efficient decisionmaking on the part of the directors.

Corporate Governance Framework
DNP’s directors are specialists in the segment of ourbusiness they oversee, and their experience and expertise are welcome additions to the DNP decision-making
process. Directors’ positions come with both authority
and accountability, and the company’s executive structure is designed to enable directors to monitor eachother’s work. Moreover, the company’s decision-making
process is made even swifter and more accurate, andthe execution and oversight of those decisions madeDiagram of the Corporate Governance System
General Meeting of Shareholders

CSR Promotion System
At DNP, we have a CSR Committee* comprised of directors
and corporate officers in charge at head office. The
committee deliberates and decides on the company’s
CSR policies and targets. The goals established by thecommittee are then used in cooperation by the dedicated CSR department and the main departments ofcompany headquarters to formulate specific activities
to achieve the desired outcomes.
Various committees have also been established todeal with key CSR themes such as corporate ethics
and the environment.
* The corporate officer in charge is the executive vice president; themanaging director serves as committee chairman.

Basic Approach and Important Themes
DNP announced its endorsementof the United Nations Global Compact in July 2006. We will uphold
the Global Compact’s 10 principles regarding human rights, labor,
environment, and anti-corruption,and seek to reflect the spirit of
the Global Compact in all areasof the DNP Group’s management.
Our CSR themes are set basedon steadfast respect for the Global Compact’s universal
principles and a thorough analysis of their significancefrom the perspectives of DNP and society.

To ensure society’s perspective is respected, we
review our activities in light of the ISO 26000
guidelines on social responsibility, with reference torelevant international treaties and agreements, social
issues regarded as important by socially responsible
investors, and stakeholder opinions (gathered via
report questionnaires).
To tackle the most important CSR themes, weestablish two kinds of goals; mid-to-long-term goals
and, in relation to day-to-day operations, annual
goals (see pages 15-20 and page 24). With thesetargets ahead of us, we then work continuously and ina stepwise fashion to achieve the desired outcomes.
It is vital that each and every DNP employee understands and implements our CSR policies, which is why
we offer multiple opportunities for them to maintain an
accurate awareness of CSR activities, including grouptraining and network-based learning sessions.
Building Stronger Relations with Stakeholders
through TAIWA
The bedrock of our business is the building of trust
relationships with shareholders as clients, consumers,
suppliers, local communities, and employees through
TAIWA across various forums and media.
The onus is on us to listen with sincerity to theopinions and expectations voiced in the course of
TAIWA, and discharge our CSR duties by reflectingthat feedback into our operations.

Board of Directors
Audit

Audit

Management Committee

DNP’s Principal CSR Themes and Corresponding Core Subjects of ISO 26000
DNP’s Principal CSR Themes

Representative Directors

Insider Trading Prevention Committee
Information Security Committee

Audit

Product Safety Committee

Audit

Environmental Committee
Complaint Handling Committee

Guidance

Central Disaster Prevention Council
Legal and other main divisions/departments

Corporate Social Responsibility Committee
Audit & GuidanceCommunications
Coordination

7

ReportingAssistance

Audit unit

(Environment & Product Liability Department, Employee Relations
Department, Technical & Engineering Division, Finance andAccounting Division, Corporate Planning & Control Department,
IP Division, Legal Affairs Department, others)

Audit
Guidance &Training

Information Disclosure Committee

Auditors Office(Autonomous implementation,
inspection, review, improvement)

Oversight of internal controls

Business Divisions

Group Companies

Open Door RoomHead Office

Operating units

Accounting Auditors

Audit

Corporate Officers

ReportingBoard of Statutory Auditors

Director in Charge

Corporate Ethics Committee

Reporting

Corresponding Core Subjects of ISO 26000

Contributing to the Development of Society

Consumer Issues, Community Involvement and Development

Development of a System for BusinessContinuity

Consumer Issues

Compliance with the Law and Social Ethics

Fair Operating Practices, Human Rights

Ensuring Information Security

Consumer Issues

Promoting Social Responsibility through the
Supply Chain

Fair Operating Practices, Human Rights, Labor Practices,
The Environment, Consumer Issues

Proper Disclosure of Information

Fair Operating Practices, Labor Practices

Realization of a ‘Universal Society’

Consumer Issues

Ensuring the Safety and Quality of Our
Products and Services

Consumer Issues

Respect for Human Dignity and Diversity

Human Rights, Labor Practices

Realization of a Safe and Vibrant Workplace

Human Rights, Labor Practices

Social Contribution as a Good Corporate
CitizenEnvironmental Conservation and theRealization of a Sustainable Society

Community Involvement and Development

See the following
pages for information
about specific activities
under each theme.

P15-20, 24

The Environment, Consumer Issues

DNP Group CSR Report 20138

Today’s Innovation is Tomorrow’s Basic

What is DNP actually doing to promote sustainable social development and more comfortable andrewarding lives? We start by identifying the problems society faces, as well as potential growth areas.
We then seek to nurture and transform that potential. By repeating that process again and again, we arebuilding tomorrow’s basic for all kinds of business and lifestyle scenarios.

Listening to society

When we at DNP talk about tomorrow’s basic, werefer to the things that, although not yet available
for us to use today, will one day help solve problems
faced in business and day-to-day life. By making
tomorrow’s basic today, we can develop products
and services that will help create a sustainable
society and a better, smile-filled future.
Indeed, our growth strategy is focused on leading
the creation of tomorrow’s basic.

In addition to strengthening communication withstakeholders, we are also eager to listen to whatsociety is telling us. We must identify all consumer
expectations—not just the obvious, “tangible” ones,
but the intangible ones as well. This will help us findthe seeds that can be cultivated into tomorrow’s
basic.
To achieve communication on such a level, we are
increasing points of contact with the community.
One example of this is the Communication Plaza dot
DNP, an interactive showroom recently opened in
Ichigaya, Tokyo. The plaza is a communication forum

that serves to disseminate information about DNP
and collect visitors’ views and requests. In addition,
the plaza hosts events such as the Eco-Products
Exhibition and a number of other shows, which also
provide opportunities to communicate with visitors.
Having collected those opinions and requests, thenext step is to analyze them. To this end, we have
implemented a number of measures, including
establishing the Social Innovation Laboratory andbolstering our marketing capabilities so that we may
continue to offer solutions to the problems of society
as part of our business operations.

Today’s Innovation is Tomorrow’s Basic

Evolving and progressing
to create newer, better valuesT

he first step to making tomorrow’s
basic is to listen to what society issaying. Accordingly, we at DNP arebuilding on our existing communication
efforts in order to get more directaccess to the vox populi. Our aim is to
identify all consumer expectations—even the intangible ones.

One example of this is the Communication Plaza dot DNP in Ichigaya, Tokyo.
The plaza is a forum where visitors can experience new ideas for enjoying books and photographs.
dot DNP is designed to be a starting point for interaction between the company and consumers, from which we aim to spread awe and wonder.

9

We seek to meet the real needs of society by creating newer,
better values and developing “tomorrow’s basic”

Stronger ties lead to new strengths
Ever since the company’s inception, we at DNP
have pursued a policy of “expansion printing,” underwhich we strive to increase the scope of applicationof our printing technologies. Today, that philosophy
remains strong, and we continue to improve on our
technologies in the hope of greater application in
the future. As we see it, there are two kinds ofexpansion printing: horizontal expansion printing, inwhich we endeavor to push the boundaries of ourbusiness outwards from the core printing operations;and vertical expansion printing, in which we work togrow our business up and down the value chain. By
combining those, we will continue to expand ourconventional roles to create newer, greater values.

If we are to achieve these lofty goals, though, it isvital that we strengthen our internal and external
partnerships. Solving the myriad problems society
faces will take close cooperation by people from many
areas of the community to generate new strengths.
Within DNP, we have numerous crossdepartmental initiatives in place that bring together
our full range of human, organizational, and technicalresources. Meanwhile, business tie-ups withcompanies like All About, Inc. and Nihon Unisys,Ltd. are examples of our enthusiasm for forging
partnerships with companies and organizations
with strengths in a wide range of fields.

Photos on this page (from left)
DNPenguin House at the Communication Plaza dot DNP; Eco-Products Exhibition 2012; in-house advisory guidance meetings that overcome boundaries between business fields; the tie-up between DNP and Nihon Unisys is sealed with a handshake

DNP Group CSR Report 201310

Today’s Innovation is Tomorrow’s Basic

Leveraging our strengths in four areas to innovate tomorrow’s basic
In order to create tomorrow’s basic, we must start at
the value creation stage by identifying the problems
society faces. Then, each and every DNP employee
must think proactively about what the company can
do to resolve those issues. It is vital that any consideration of social problems is filtered through a global
perspective, so that we can formulate where and how
the human and technical resources of DNP can best
be used to contribute to solving those issues. Throughthis process, we have determined an appropriate
direction for our value creation initiatives, and havechosen four main areas of growth in which we think
we can make a difference to the world: information
distribution, health and medical care, environment
and energy, and comfortable living. These are thefields in which we will leverage DNP’s strengths tomeet society’s expectations.

What kind of new values can DNP create to serve as tomorrow’s basic?
The diagram below shows our four main areas of growth that lead to value creation, lists thesocial problems inherent to each area, and illustrates the markets in which we believe DNP’s key
strengths can be leveraged to make a difference. Each field has an influence on the others, and together they make up a new, bigger segment.
DNP has an extensive arsenal of ever-evolving strengths to call on, and we will combine thosestrengths to create new values that will surely become standards
in the sustainable society of tomorrow.

Today’s Innovation is Tomorrow’s Basic:
DNP’s value creation policy
The future in which problems have been resolved
Within increasingly complex informationsocieties, people can safety and reliably
exchange the information that they want,when they want it, and in the format inwhich they want it.

As people maintain healthy lifestyles
throughout their lives, more people
preserve their health and aging society
becomes more vibrant.

People are using more renewablesources of energy and conserving inother ways in response to the depletionof petroleum and other fossil fuels, andthe Earth’s environment is being
properly protected.

People actively participate in theirneighborhoods and local communities
and enjoy “smart,” eco-friendly andcomfortable living.

Fields and markets where wecan most likely contribute•E-book publishing and sales•E-commerce and payment
settlement•Development of media andapplication software•Security solutions
etc.

•Pharmaceuticals, healthfood markets•Preventive medicine•Medical care support•Nursing care market
etc.

Hybrid publishing“Tomorrow’s basic” − The value that DNP provides
Convenience withwhich information issafely and comfortably
exchanged with therest of the world

Safety that supports
healthy, high-quality
lifestyles

Protecting the Earth’s
environment andsustaining the ability toenjoy its blessing

The comfort of living
healthy, satisfying lives
while cooperating withother people

Cellular engineering technologies

Information security

Microfabrication technologies

Content management

Surface processing technologies

Cross-media

Diagnostic image analysis

Education, library operation

Information security

Information
distribution

Health andmedical care

Representative strengths

Environment
and energy
Information
distribution

Health andmedical care

Environment
and energy

Comfortableliving

Eco-friendly product design

Establishment of priority areas in which to make use of DNP’s strengths

Ultra-aging society / Medical care / Food and agriculture /Environment and energy / City planning /Advanced information society / Education
Globalization
DNP is aware of social issues in the above seven areas and
we recognize the need for a “globalized” approach to all of these areas.

•Renewable energy sources•Smart houses, smart office•Electric vehicle market•Contribution to biodiversity
etc.

ComfortablelivingConsumer information collection and analysis

Energy-related product design

Local community development

Optical lens film

Dwelling space design technologies

Functional material coatings

Decorative materials design technologies

Safety and durability evaluation technologies

Electron beam application technologies•Elderly services market•Residential renovation
market•Smart community market•Town management market
etc.

Key issues for global society

11

DNP Group CSR Report 201312

Planting the seeds for
tomorrow’s basic
Information distribution
Comfortable living

Today’s Innovation is Tomorrow’s Basic

Here are some of the seeds that we at DNP hope to nurture
into products and services so completely part of our lives that
we could not think of life without them.

Helping people live more rewarding
and comfortable lives by assuaging
the concerns entailed by an advanced
information society

Using a global perspective and DNP’s wealth of expertise to maketomorrow’s basic
In the future, NFC will not just be limited to use in payment services and loyalty-based point systems; it will
power systems used at home, in your car, and many other places and contexts.
Most importantly, these applications have worldwide potential so we are expanding the scope of ourdevelopments to come up with services that are useful to users not only in Japan, but all over the globe. As
our information society is set to continue its advancement into the future, we at DNP are ideally positioned topursue the opportunities and guard against the risks of advancing technologies.
In addition to bringing a global perspective to our quest for innovative solutions to the issues society
faces and developing those solutions into tomorrow’s basic, we will make use of emerging tools suchas big data to create secure, convenient information distribution solutions and help make people’s lives
more comfortable.

In recent years, the trend towards using multiple information devices has changed the way we communicate.
We are constantly sending and receiving data: we access the information we want wherever and whenever we wantit, we converse with others, we shop, and we record information.
We must not, however, forget that such hi-tech activity comes with risks such as data leaks and falsification—thepotential repercussions are serious.

DNP’s strengths are geared toward
safety and security

Uncovering the potential of NFC
NFC stands for “near field communication” a set ofinternational standards for short-range wirelesscommunications. NFC is increasingly used in smartphones
and other telecommunication devices, and it is expectedto spread swiftly around the world.
NFC has tremendous potential. For instance, aconsumer could hold an NFC-capable smartphone up toa suitably equipped poster or digital signage and instantly
receive coupons and information on sales at local shops.
What is more, NFC-based reader/writers can be installedin home appliances such as refrigerators, televisions,and healthcare equipment, and therefore NFC’s potential
is not limited to expanding business opportunities; it canalso help consumers improve their lives.
For now, NFC is mainly used by payment services, but
we look forward to working in partnership with companies
and organizations to develop a range of services that
could soon become indispensable parts of ourbusinesses and lifestyles.

In the modern world, consumers send and receive hugevolumes of data every day. Our desire to use thesecomputer-based services to enrich our lives musthowever be accompanied by due caution to protect
personal information such as names, addresses, andpurchase histories.
At DNP, we have more than 30 years’ experience withsmart card technology, and we have built up a formidable
wealth of advanced information security know-how
through our ongoing development of innovative softwareand authentication systems. Over that time, we havedeveloped a number of services that utilized ourmarketing strengths to create sought-after services
without compromising protection of corporate andconsumer data—ground-breaking at the time but now
standard. Today, we remain dedicated to leveraging
DNP’s strengths to make products and services that will
become tomorrow’s basic.

Providing safe and convenient values
Electricity andenergy conservation
management

Healthmanagement
Shopping
payment
services

Communications
Media production
App development

Information
security technology

Health and medical care×

Consumer information collection
and analysis technology

Using printing technologies to improve quality of life throughregenerative medicine

Regenerative medicine is the process of restoring or replacing organ function lost through illness or injury. Around the world, research and clinical
trials into this state-of-the-art treatment method are focused on regenerating corneas, heart tissue, articular cartilage, and other tissues.
At DNP, we are involved in research with the Institute of Advanced
Biomedical Engineering and Science at Tokyo Women’s Medical University
to find ways of applying our coating, electron beam, and plastic molding
technologies to develop the base material for cultivating cell sheet tissue.*In this way, we are working to expand the possibilities of printing
technologies to enable people to live healthier lives.
Manager, Life Science Laboratory,

Katsunori Tsuchiya Research and Development Center

General Manager, Digital Security Division,

Kunimitsu Sato Information Solutions Operations

How NFC can expand information services

While abroad• T-shirt•(blue)
T-shirt• (blue)
T-shirt (blue)• Coffee• Coffee• Coffee• Dress • Dress• Dress• Café au• Café
lait au• Café
lait au lait

• Tunic • Tunic• Tunic• Caffè latte• Caffè •latte
Caffè latte• Cappuccino• Cappuccino• CappuccinonuMenu enuM

MeAt homeOnce you’ve stowed away clothes thatare out of season, it can often be tricky
to remember where you put what.
But if you photograph the contents ofyour drawers, save the data to a smart
tag purchased at your local stationery
store, and stick the tag on the front of
the drawer, all you need to do is tap
your NFC-capable smartphone to thetag to instantly find out what is in thatparticular drawer.

Having trouble understanding a
restaurant menu while abroad?
Simply tap your NFC-capable smartphone to the NFC mark on the menu to
see a translated version of the menu.
What’s more, perhaps the day may
come when your local commuter passcan be used to hop on public transport
worldwide.

Environment and energy

General Manager, Sales Division 3,

Hideki Terasawa Lifestyle Material OperationseMedicine

Medicine

MedicinDo you tend to forget the details ofwhat the doctor said after you leave thehospital? Simply record the doctor’s
voice, save the data to an IC tag, andstick the tag on your medical records
at home. If you ever need reminding ofwhat the doctor said, or if you need torelay that message to your family, justtap your NFC-capable smartphone to
the tag for playback of the doctor’s
voice.

Utilizing nature’s bounty to create comfortable living space

People want to live in comfort using natural, renewable energy and notresorting to environmental destruction and mass consumption of finite
natural resources. At DNP, we have developed solutions to fit those needs,
including Ellio, a highly reflective, light diffuser that uses energy-saving
functional metal panels to reflect and diffuse natural and artificial lighteffectively.
In addition, we have combined the technologies amassed over long yearsof experience in many different fields to develop a huge array of products
designed to improve residential comfort without adding to environmental
destruction. These include heat insulation materials, photothermal
modulating film, and highly durable construction materials.
A petri dish containing cells being used tocreate a cell sheet

At thehospital• T-shirt•(red)T-shirt• (red)T-shirt (red)Ellio panels have been installed in theceiling of the first-class car of the Hayabusa
Shinkansen* Healthy cells taken from the patient are cultivated into a “sheet form,” which is then placed on the affected area. It is known that this works to improve or restore the damaged tissue.

13

DNP Group CSR Report 201314

2012 CSR Management Report
Evaluation Targets

Activity Example 1

Target achieved or making steady progress toward target
Making active efforts but target not achieved
Efforts insufficient

At DNP, we have established important CSR themes, which are based on a thorough analysis of the areas mostimportant to DNP and society. These themes are subject to annual targets, which we strive to achieve through our
day-to-day work. At the end of the business year, the CSR Committee applies the PDCA cycle to evaluate theyear’s outcomes and determine the next year’s targets.
Furthermore, starting in FY2013 (April 1, 2013 to March 31, 2014), we have established mid-to-long-range targets,
which provide goals for three to five years of ongoing CSR activity.

2012
CSR theme

Large-scale disaster response drills assuming
an earthquake directly under Tokyo

The importance of our Business Continuity Plan was made clear in the wake of the Tohoku-Pacific Ocean Earthquake, and we areworking to strengthen our ability to withstand the effects of a natural disaster. Our efforts are divided into two areas: giving thehighest priority to ensuring human safety at the time of a disaster, and enhancing DNP’s disaster response and recovery capacity.
In March 2013, DNP held a disaster response drill in Ichigaya, Tokyo, where the company’s
main functions are located, based on the scenario of an earthquake directly under Tokyo. The
drill was aimed at helping employees understand through practice what to do in disastersituations, including how to protect themselves, where the evacuation routes are, and where
to gather if they are unable to go home. DNP has some 6,000 employees spread over multiple
buildings in Ichigaya; each building is predicted to be liable to different degrees of damage, so
there are different response requirements for each one. The drill served to remind eachindividual what they have to do, such as move to another building or join the organization
dedicated to taking in evacuees. In addition, the exercise was an opportunity to practice andevaluate initial response procedures, including each department quickly ascertaining thestatus of its members, as well as collating information on the extent of damage, and setting up
An emergency drill under way
a disaster response headquarters.

2013-

FY2012 (April 1, 2012 to March 31, 2013) targets

Major results

Evaluation

TAIWA and collaboration with clients to provide newvalue to society.

Annual Next Generation Communications Fair and semiannual P&I Seminars,
both open to the public; semiannual “Biz Support” exhibition and consultation
meetings for people inside the company.

Mid-to-long-range targets

FY2013 (April 1, 2013 to March 31, 2014) targets

Progress in relation to growth strategy• Perform the PDCA cycle through action programs to ensure steady implementation of
growth strategy.

Accurate understanding of social problems,
construction and implementation of strategy.

• Strive for accurate understanding of social problems through dialogue and collaboration
with clients.
• Provide employee training so that the DNP workforce is geared toward making a realcontribution to society.

Contributing to
the Developmentof Society

Solve problems from our unique DNP perspective,
using printing technologies (PT) and information
technologies (IT), to meet social needs in fields suchas the environment/energy and life science.

Researched, developed, and created products designed to solve social
problems relating to the fields of the environment/energy, and life science.
• Developed the CVF series of water sealing material for solar cells, thus
helping improve solar cell power generation efficiency.
• Developed Ellio, a functional metal panel that reflects and diffuses natural andartificial light effectively, thus improving energy efficiency.
• Developed a diagnosis system together with Tokyo Medical and Dental
University that uses 3D MRI image analysis to enable early-stage
identification of pathological myopia and quick treatment of the condition, as
well as investigation of its causes.
• Involved in research with Osaka University into the use of DNP’s image
processing technologies to develop a method of assessing and testing the
growth of cells, a technology that is indispensable for the clinical applicationof iPS cells in regenerative medicine.

Progress in relation to growth strategy

Develop products and businesses aimed at achieving DNP’s growth strategy.

Contribute to social development by creatingproducts and services designed to solve social
problems with particular focus on the four mainareas of DNP’s growth strategy: Information
Distribution, Health and Medicine, Environment
and Energy, and Lifestyle Comfort.

• Health and medical care
Work with medical institutions to develop medical products using image processing andmicrofabrication technology.

• Environment and energy
Develop products relating to energy creation, storage, and conservation, as well as
services that contribute to more effective use of energy.
• Comfortable living, information distribution
Provide a range of solutions that contribute to urban design and smart living.
Progress in relation to growth strategy
Establish an organization conducive tooverseas expansion.

Firm establishment of the disaster management
system.
• Building a Business Continuity Plan and continuing
education/training at each site.

Development of a
System for
Business
Continuity

Compliance with
the Law andSocial Ethics

Strengthen disaster response capabilities of theentire Group.
• Incorporate the latest disaster response measures
into management, such as review of damage
estimates and response measures of government
agencies based on the Tohoku-Pacific Ocean
Earthquake.
Steadily continue to hold training for ensuring
thorough establishment and dissemination of
corporate ethics and take measures relating to risk
management, while continuously conducting reviews
to accommodate conditions inside and outside thecompany.

Preparedness self-assessments were conducted throughout the DNP Group.
Consequently, a cycle of reviewing the Disaster Response Work Plans andBusiness Continuity Plan has become firmly established based on damage
estimates and response measures of government agencies.
• Basic DNP Group Disaster Prevention Regulations, DNP Group Disaster
Prevention Basic Plan, and DNP Group Major Earthquake Response Plan
revised in light of the Tohoku-Pacific Ocean Earthquake.
• Earthquake response measures strengthened regarding Ichigaya, where
many of DNP’s central functions are located, and work has begun on creatinga wide-area joint support framework.
Activity Example 1(P. 16)• Support provided for training to encourage corporate ethics among DNP’s
overseas Group companies.
• Environmental items added to Compliance Assessment System;
environmental risk management strengthened throughout the DNP Group.

• Health and medical care (food and agriculture), information distribution
Develop products that contribute to improved food safety and agricultural production
efficiency using traceability and information processing technology.

Strengthen the DNP Group’s ability towithstand natural disasters.
• Strengthen each workplace’s ability towithstand natural disasters based on the
Disaster Response Work Plans and BusinessContinuity Plan.

Create an integrated global business management system to gain a foothold in global
markets, administer production and sales efficiently, and control risk, all with a view to thegreater good of the whole DNP Group.
• Conduct preparedness self-assessments, review disaster response measures in light ofthe damage estimates and response measures that government agencies have prepared,
implement disaster damage prevention measures and conduct education/training inaccordance with the Disaster Response Work Plans and Business Continuity Plan.
• Adopt safety measures formulated for an earthquake directly under Tokyo and the latest
disaster response plans in line with the Ichigaya Redevelopment Plan.

• Strengthen disaster defense measures in
Ichigaya to protect DNP’s central functions.

• Establish a wide-area joint support framework through cooperation among sites in
Okayama, Osaka, Nagoya, Ichigaya, and Sendai.

• Establish a wide-area joint support
framework for disaster situations.

• Make effective use of the new Data Center.

• Strengthen disaster damage reduction
measures for information systems.
Improve effectiveness of internal controls andrisk management, ensure corporate ethics
become firmly established.

• Hold autonomous corporate ethics training and ongoing workshops for employees at
specific management levels.
• Ensure corporate ethics become firmly established at DNP’s overseas Group companies.
• Review the content and items of the Compliance Assessment System and self-conducted
checks that form the core of DNP’s risk management.

• Strengthen support for corporate ethics education
activities at overseas Group companies.
• Firmly establish the “environment” evaluation
category revised in the Compliance Assessment
System in FY2011.

Ensuring
Information
Security

15

Engage in TAIWA to help maintain our personal
information protection systems and information
security control systems. (over 10% y-o-y
improvement)• Strengthened rules and inspection schemes regarding cash vouchers andequivalents in order to reinforce management systems.
• Inspections/guidance on 210 occasions. (up 13% y-o-y; 3% over assigned
target)Revamp office environments and cut back on
the use of paper* in order to achieve bothstrong information security and efficient, highly
productive work.

Prepare new education content in five languages for
improving efforts to deal with globalization. Provide
and improve education inside and outside Japan inorder to increase awareness of information security.

Created training content in five languages for training of employees at all DNP’s
overseas companies.

* Reduce paper usage by creating an environment
conducive to electronic communication and data
storage.

• Further the transition to a thin client model for connecting external computers to in-housesystems.
• Implement SSFC-based* printing management systems into two large-scale DNP sites.
• Digitize paper-based information at HQ departments and use that exercise to identify likely
issues when expanding digitization companywide.
* Shared Security Formats Cooperation: A system standard for integrated operation of security equipment
through the use of smart cards.

DNP Group CSR Report 201316

2012 CSR Management Report
Evaluation Targets

Activity Example 2

When every person working in the DNP supply chain understands the importance of CSR and shares DNP’s stance toward
CSR, we can pursue our CSR procurement policies more effectively. To that end, we have held seminars for suppliers andemployees on CSR—in accordance with each of DNP’s important CSR themes.
In November 2012, a seminar was held for suppliers on the DNP Group Guidelines for Procurement of Paper for Printing andConverting, which were instituted three months earlier in August to help maintainsustainable forestry. The seminar served to explain the company’s thinking and about
the operation of the guidelines. Since then, we have continued our efforts to ensure
the guidelines become firmly established among our suppliers by holding meetings
with individual companies.
Furthermore, conflict minerals are another issue which has drawn much recent
attention for its potential links to abuses of human rights. A seminar was held for staff
from relevant departments to raise their awareness of the issue and ensure conflictminerals do not enter our supply chain. We are determined to further deepen our
workforce’s understanding of the conflict mineral problem, and are looking into
DNP suppliers learn about the company’s Guidelines
expanding our program to include suppliers.
for Procurement of Paper for Printing and Converting

Target achieved or making steady progress toward target
Making active efforts but target not achieved
Efforts insufficient2012
CSR theme

2013-

FY2012 (April 1, 2012 to March 31, 2013) targets

Major results

Deepen understanding of CSR activities at DNP andstimulate efforts at suppliers.

• Comparisons with past questionnaire results were performed, showing
improved efforts among all suppliers (especially SMEs).

• Gauge understanding through questionnaire
results.

• The DNP Group Guidelines for Procurement of Paper for Printing andConverting were instituted to help maintain sustainable forestry. Seminars
were held for suppliers to explain the guidelines. The scope of businesses
deemed to be subcontractors was expanded, and seminars were held for the
newly eligible companies.

• Assess applicable suppliers and hold seminars as
appropriate.

Promoting Social• Conduct on-site inspections of key suppliers.
Responsibility
through the Supply
Chain

Seminars held to promote common awareness throughout the supply chain

Activity Example 2

Evaluation

Mid-to-long-range targets

FY2013 (April 1, 2013 to March 31, 2014) targets

Both DNP and our suppliers understand theimportance of CSR and act with integrity and inaccordance with the CSR Procurement Criteria
in order to improve compatibility with social
expectations across the whole supply chain
and maintain the trust of the community.

The following measures were implemented to strengthen suppliers’ CSR activities.

Realization of a
‘Universal Society’(P. 18)• “Company D,” a major supplier of chemical products, was subjected to an
on-site inspection.

• Increase the number of subcontractors who implement CSR activities and encouragethem to improve on specific areas in order to ensure CSR becomes more firmly
established.

Develop and improve bidirectional communication
system with suppliers.

Use of the system was expanded to 50% of all transactions, thus creating aframework for swift exchange of information when problems arise.

Provide a diverse range of information desired bystakeholders, so that there is no inequity between
stakeholders in useful information. Do this by editing
information on the intranet and announcing it outside
the company.

• Communication methods studied for suitability in light of stakeholders’needs.

Broaden opportunities for stakeholders to come into
contact with DNP information using approaches suchas social networking services and digital signage.

• A Social Media Policy was established to set forth the ground rules for properuse of social media, and a SNS platform was created.
• Digital signage was installed in major DNP workplaces to share up-to-date
information.

• Establish showrooms and other physical communication facilities, and strengthen online
information dissemination capabilities in order to better communicate DNP’s management
concepts and other corporate information to consumers.

Promote corporate brand strategies so DNP is morecorrectly and deeply understood.

A new company character, the DNPenguin, was created and used to introduce
information as part of a campaign to strengthen the company’s image.
Communication Plaza dot DNP was opened in Ichigaya, Tokyo, as a hands-on
showroom where consumers can learn about DNP’s extensive array of
products and services.

• Strengthen the in-house dissemination of information to encourage greater teamwork
throughout the company.

Strengthen the foundation for promoting universal
design efforts through company-wide deployment.

• Provided training through network-based learning and technical seminars byguest experts in order to create a workforce capable of promoting universal
design.

• Improve employee knowledge regarding universal
design by providing seminars and training
programs for all employees.

• A range of activities were put in place in order to achieve more proactive
communication with stakeholders, including news releases, press interviews,
IR meetings, investor seminars, and company tours.

• Started development of the Color Universal Design Management System
together with the Color Universal Design Organization, an NPO.

Improve transparency and improve ourcorporate foundation to earn the trust of thecommunity by providing stakeholders insideand outside the company with the information
they want, when and how they want it.

Switch the focus of development from ideasthat worked for previous products to universal
design, and instill a design-oriented
manufacturing approach throughout the whole
DNP Group.

• Develop new universal design services andproducts.
Take the following measures in order to prevent
accidents relating to product safety.

Ensuring the
Safety and Qualityof Our Products
and Services

17• Regular surveys to check that CSR efforts have been enhanced and implementation of
feedback to encourage further improvements.
• Review operation methods (e.g., measurement and evaluation methods) in light of regularinspection results to make the Guidelines for Procurement of Paper for Printing andConverting more effective.

• New suppliers are issued with written CSR Procurement Criteria. They sign a
Basic Business Agreement, which requires them to respect and comply withthe aforementioned criteria.

Proper Disclosureof Information• Centralized administration of questionnaire assessment data and other work-related datain order to strengthen our management foundation.

• Continue quality indicator monitoring, and conduct
onsite inspections (Product Safety Practices
Committee) based on the results. Also provide
thorough employee education onsite.
• Expand departments subject to the Product Safety
Practices Committee meetings to include
departments handling overseas contract
production.

Provide easy-to-understand information needed for stakeholders to understand DNP’s
growth strategy policies and progress.
• Continue to create a database of corporate information, and provide information asneeded to stakeholders via the company website and the media.
• Strengthen the company’s public relations by incorporating social networking services. By
doing so identify stakeholders’ expectations for DNP to the furthest extent possible sothat they can be reflected in management policy.

• Launch new universal design products and services, including the CUD Organization
Accreditation System.
• Strengthen DNP’s universal design product and service development base with objective
assessment and measurement technologies able to review designs from a psychologicaland engineering perspective.
• Enhance DNP’s universal design systems by sharing universal design expertisethroughout the company.

• Product Safety Innovation Practices Committee meetings held four times for
packaging departments, and three times for departments handling overseas
contract production. Packaging departments planned and instituted a New
Design Flow and Action Plan for Quality Stability and Improvement to bolster
their ability to provide clients with safer products.
• Around 50 Product Innovation Practices Committee meetings held in Japanand Southeast Asia to help improve product quality.

Hold cross-sectional activity involving all DNP
employees and departments worldwide inorder to maintain product quality and safety at
the highest level in the world, and to continue
improvements in this area.

• Continue to hold Product Safety Innovation Practices Committee meetings for packaging
departments and for departments handling overseas contract production. Work to ensure
the New Design Flow and Action Plan for Quality Stability and Improvement become firmly
established at packaging departments.
• Expand Product Innovation Practices Committee meetings to include North America inaddition to Japan and Southeast Asia. Continue to strive for improvement on a global
scale.
• Use HQ and departmental training to develop skills across the DNP workforce.

DNP Group CSR Report 201318

2012 CSR Management Report
Evaluation Targets

Target achieved or making steady progress toward target
Making active efforts but target not achieved
Efforts insufficient2012
CSR theme

Major results

Strengthen efforts to promote diversity.

Respect for
Human Dignity
and Diversity• Improve the employment rate of persons withdisabilities by expanding the job categories they
can work in.

Conducting a Mentor Development Program to help generate greater
opportunities for female employees

A lack of role models and an uncertain career outlook are just two of the
obstacles to career development for female workers. DNP is seeking toprovide a helping hand by developing mentors. These are the supportive
partners who can offer concerned young employees the information andadvice they need to find their way, and who offer support and guidance.
The Mentor Development Program is aimed at developing a pool of womenable to mentor their junior colleagues.
In FY2012, the program was comprised of 35 participants, including female
employees recommended as suitable candidates by their departments andmanagement employees to advise the mentors. As part of the six-monthprogram, participants formulated plans to offer career support andconfigure workplaces so that female employees could realize their fullpotential. Subsequently, the 23 female employees who completed theprogram and acquired the skills needed to offer advice in the workplace
have begun working in their new roles.

The Mentor Development Program
kick-off camp at Hakone

2013-

FY2012 (April 1, 2012 to March 31, 2013) targets• Promote the activities of women in positions in all
segments.

Activity Example 3

Evaluation

Mid-to-long-range targets

FY2013 (April 1, 2013 to March 31, 2014) targets• A Mentor Development Program was conducted between September 2012
and March 2013. 23 female employees completed the course and now serveas mentors under the Mentorship Program launched in June 2013.
Activity Example 3(P. 20)Enhance development of a workforce able to
make a contribution to the global community.

• Hold management training focusing on respect for diversity.

• Employees with disabilities: 1.9% of total DNP workforce.

Encourage diversity in employment.

• Continue with efforts to increase the number of women in leadership positions.

• Increase the percentage of women in
leadership positions.

• Revise the re-employment scheme for employees aged 60 or over who wish to be
re-employed.

• Promote employment of people withdisabilities and re-employment of employees
who reach retirement age.

• Hold normalization training to support raising the percentage of the DNP workforce madeup of people with disabilities to at least 2.0%.

Support fair trade policies to help producers indeveloping nations improve their lives.

• Establish outlets at DNP workplaces nationwide where Fairtrade-certified products can bepurchased in-house.

• Boost workforce development in DNP’s overseas workplaces.
• Implement an overseas training scheme.

• Cooperate with Fairtrade Label Japan, an NPO, and other relevant companies to consider
new ways in which DNP can be of help.
Conduct training aimed at achieving the DNP Group
Vision for the 21st Century.

Promote activities to improve each employee’s job
satisfaction and to support each employee’s growth.

We held trainings to develop a core of employees who aim to realize thephilosophies of our Vision for the 21st Century and seek innovation. Trainings
were conducted at numerous career stages including introductory training for
new hires, follow-up training for 1st-year and 3rd-year employees, step-up
training, and training for newly appointed executive employees.

Cultivate the personnel necessary to undertakethe fulfillment of our Management Concept.

The Productive Time Resource Project was held and follow-ups conducted
regarding the various efforts in each department. Average overtime was lessthan 35% of the 2008 benchmark.

Offer workstyle innovation to enable DNP to respondswiftly and flexibly to changing social environments,
and implement measures to improve job satisfaction
for every employee so as to generate popular
momentum toward creating an invigorated, highperformance company.
(Goal for average overtime: No more than 35% of the2008 benchmark.)• Expand productive time resource measures and projects to create tools and environments
conducive to more flexible, innovative working styles.

Take action on the issues identified in the
Employee Welfare Development Policy (20122014) to build a solid foundation for job
satisfaction.

• Offer clear policies for residential lifestyle support, make Balancing Work and Nursing Careseminars a regular event to assist employees in such situations, issue an annual newsletterto raise awareness of relevant issues, and improve the dissemination of information among
employees, their families, and former employees.

Implement a health improvement plan with theaims of: reducing the work accident occurrence
rate to no more than 0.30 (23% down comparedwith 2011), having 100% of employees receive
regular physical checkups, and reducing thenumber of employees found to have healthissues.

• Prevent work-related accidents and reduce workplace risks by strengthening risk
reduction measures such as safety consulting and common safety standards; expand
safety training, including risk experience training; and prepare for the aging of theworkforce by implementing work-related accident prevention measures for the elderly.

• Create a reporting framework that enables information on DNP’s social contribution
activities to be posted on the intranet as a way of promoting such activities group-wide.

Realization of a
Safe and Vibrant
WorkplaceTake actions to reduce risks in working environments
and to enhance work safety measures aimed atpromoting better health.

• With focus on greater visibility of health and safety efforts to promote firm
establishment throughout the DNP Group, we issued Health & Safety Newsand held practical safety inspection courses.
Total workplace accidents: Down 8.5% y-o-y;
Work Accident Occurrence Rate: 0.39 (no change y-o-y).
• DNP Health Support Office opened.
Percentage of DNP employees receiving regular physical checkups: 99.9%

SocialContribution as aGood Corporate
Citizen19• Carry out thorough goal management to ensure alignment between the company andemployees with respect to our targets.
• Bolster management of senior staff.
• Promote on-the-job training as appropriate for each work environment.

Strengthen social outreach across the entire group by
making the activities of the whole group more visible.
Achieve an implementation rate of 80% (of all
operations and Group companies) for social
contribution efforts in the status survey at the end of
FY2013.

We improved the circulation of information relating to activities on the intranet,
and, through planning and holding events to educate employees, we met thegoal of achieving an 80% implementation rate for planned social contribution
efforts by the group.

Raise awareness across the whole DNP Groupof the true meaning of social contribution.

Expand on the DNP “Educational Program: The
Wonder of Color” to create a unique social
contribution activity that people will recognize as
inimitably DNP.

DNP held its Educational Program in elementary schools located near DNP
facilities in Tokyo (Shinjuku and Shinagawa) and Kyoto.
In addition, we also participated in other educational events, including summer
holiday science classes at @Tepia, run by the Association for Technological
Excellence Promoting Innovative Advances, and the 71st National Exhibition ofChildren’s Inventions and Innovations at the Science Museum, run by the Japan
Science Foundation.

Enhance activities relating to encouragement of
the next generation, which is one of the five
focused themes for our social contribution
activities and an area where DNP can make adifference in its own distinct way.

• Implement measures to strengthen the management of chemical substances.
• Bolster follow-up care to employees found to have health issues, such as throughpersonalized health improvement programs based on physical checkups and other
health-related information.

• Implement measures to improve sensitivity to social issues among employees: boosting
circulation of information via the intranet, in-house newsletters, events, and seminars;
instituting a program to broaden opportunities for community interaction (e.g., the“Educational Program” classes); and looking into joint initiatives with the labor union andother organizations.
• Hold DNP “Educational Program: The Wonder of Color” nationwide by 2015.

DNP Group CSR Report 201320

Annual CSR Topics

Edogawa Park

The Ichigaya Forest Plan

Koishikawa
Korakuen Garden
JR Iidabashi Stn.

Toyama Park

Recreating the Musashino Woods

Environmental
Activities

Ministry of
DefenseProtecting Biodiversity
At DNP, our Biodiversity Declaration, adopted in 2010, sets a pathfor the group’s efforts to protect biodiversity. As part of ourbusiness activities, we pursue a number of specific initiatives
based on two key categories in which we can have the most effecton ecosystems: improvement of material procurement practices
and the creation of green spaces at our business sites.

Details of the DNP Group’s environmental initiatives areavailable on our corporate site.

■ DNP Group Environmental Report 2013 (PDF) ■http://www.dnp.co.jp/eng/csr/report.html

The DNP Head Office is located in
Ichigaya, Tokyo, which was once coveredby the great Musashino Woods. We are
currently pursuing an ambitious plan—
the Ichigaya Forest Plan—to recreate theMusashino Woods by 2017. The Ichigaya
precinct has lush green areas in the Imperial Palace and the former outer moatsof Edo Castle, which are home to a cornucopia of birds, butterflies, and otherwildlife. The DNP Ichigaya Forest Plan
seeks to link up with those existing oases
to create a rich ecosystem so that the resident wildlife can come and go as theyplease.
We began in 2012 with a survey of wildlife

Akasaka Imperial
EstateJR Yotsuya Stn.

stocks in each season,
both within the proposed Ichigaya Forest area
and in the main green
JR Ichigaya Stn.
spaces within a 1 km
radius. We discoveredthat DNP premises are home to 132 species of plants in 57 families, 17 species ofbirds in 14 families, and 97 species of
insects.
The results of the survey are to bereflected in the plan and similar surveys
are to be carried out regularly in order toascertain how an Ichigaya Forest may
contribute to the surrounding ecosystem.

Ichigaya Forest zone
IchigayaKamegaoka
Hachimangu
ShrineYasukuni
ShrineImperial
PalaceWildlife in the proposed
Ichigaya Forest area(according to 2012 survey)

132 species of plants
17 species of birds
97 species of insects
Toge ther wi ththeemployees worki ir families, DNP
ng in Ichigaya he
Cicada Obser va
ld a
tio
ga thered the sh n Even t. The group
ed skins of cicad
the proposed Ich
as in
iga
well as the forme ya Fores t area as
and the grounds r castle moat areasof Yasukuni Shrinorder to study
the locations whe in
cicadas tend tolive and the typ ere
cicada living the
es of
re.

Guidelines for Procurement ofPaper for Printing and Converting

New business transaction standards facilitate sustainable use offorest resources
Paper is a vital material for the DNP Group’sbusiness. Long aware of the need to conserve forests, we have contributed to sustainable forest management by proactively
encouraging our clients to have their documents on paper made from forest thinnings
or on FSC-certified paper.
That policy was formalized in August 2012
with the implementation of the Guidelines
for Procurement of Paper for Printing andConverting, followed by a seminar in Nov-

ember for suppliers to explain the newstandards. In future, DNP Group procurement practices will follow these guidelines
worldwide.
Backed by our existing CSR Procurement
Criteria and green purchasing policy aswell as the new guidelines, we look forward
to working with suppliers to ensure paper
is obtained in a responsible manner so thattogether we can help protect biodiversity.

Excerpt from the DNP Group Guidelines for Procurement of Paper for Printing and Converting
3. Guidelines The DNP Group will give precedence to companies that fulfill the following criteria when selecting
for Supplier suppliers from which to procure paper.
• Companies that have a defined policy regarding procurement of wood raw materials
Selection• Companies that have established and are implementing a management system for verifying the legal
compliance of wood raw materials• Companies that are able to provide information regarding their pulp suppliers (information for verifying
criteria under Guidelines for Paper Selection)

4. Guidelines
for Paper
Selection

Product selection in the procurement of paper will be based on the following guidelines.
1) Give priority to forest-certified paper2) Strive to select paper made from a higher ratio of wood raw materials obtained in a way that fosters
sustainability of forest resources• Paper made of wood harvested according to sustainable forest management methods• Paper with a higher deinked pulp content• Paper made from scraps from sawn logs, low-grade wood, and/or forest thinning wood
• Paper that contains non-wood pulp
3) Do not use paper made from wood raw materials that cannot be verified as legally compliant. (Weverify that paper does not contain illegally harvested wood.)

FSC stands for the Forest Stewardship Council®

Linking ecosystems for local wildlife

Building greenbelts with employee power

A well-managed forest, whereappropriate thinning and othermaintenance are regularly provided

DNP Group
Volume of paper for printing andconverting purchased per year
Approx.

1.5

million tons

Percentage of paper
purchased made up offorest-friendly resourcesto80%

Using the JBIB Guidelines for Sustainable
Business Sites developed by the Japan Business Initiative for Biodiversity, we at DNP areestablishing green areas at our businesssites to promote biodiversity.
As an example, employees at the Okayama
Plant and DNP Chubu in Nagoya participatedin an initiative to survey vegetation and wildlife in and around their facilities in late Augustand September 2012. Based on the results
and on expert advice, we have created different types of green spaces. At the Okayama
Plant, a lack in the surrounding area spelt theneed for a grassland type of green space; at
DNP Chubu, trees and plants were planted toprotect butterfly habitats. Employees havegone as far as drawing up wildlife maps andcompiling field guides. Moving forward,
regular wildlife surveys will help the teams
track changes in the local ecosystem.
Surveys will also be conducted at otherbusiness sites to improve their green spaces,
to select suitable plants and trees, and to
update maintenance practices. They will be
used in creating green spaces that promotebiodiversity at our business sites.

Creating green spaces at DNP business sites

from approx.

70%®

The FSC is an organization that operates a system of certification relating to the world’s wood-producing forests and the
distribution and processing of wood harvested from those forests. FSC certification is awarded to wood produced in an
economically responsible, forest-friendly way that contributes to the local community.
This report is printed on FSC-certified paper.

21

Staff at the Okayama Plant and DNP Chubu survey vegetation
and wildlife

Up toJanuary 2012

Up toApril 2012

Select keysites forsurveys

Evaluate
biodiversity
potentialsites
20 DNP

Starting in April 2012
Analyzeecosystem
networks
sites
10 DNP

Field studies
by employees• Ushiku (Ibaraki)• Sayama (Saitama)• Tsuruse (Saitama)• Yokohama (Kanagawa)• Nagoya (Aichi)• Kyoto (Kyoto)• Tanabe (Kyoto)• Okayama (Okayama)• Kurosaki (Fukuoka)• Karawang (Indonesia)

Top: Eleven sta
ff
Plant surveye from the Okayamadlocations in and wildlife in threearound the plant.
15 minu tes eaForchgrass and aro , they searched in
und trees to fin
d ou twhat kinds of cre
atures were there.
Bo ttom: DNP Ch
ubmultiple species u employees foundsome ou t-o f-sigh of dragonflies int places.

65 production facilities in Japan, 1 overseas
DNP Group CSR Report 201322

Global Warming Prevention Initiatives

Achievements in 2012

Cutting greenhouse gas emissions, a leading cause of global warming, is a global imperative. At the DNP Group,
we have a range of initiatives in place to reduce greenhouse gas emissions in all areas of our operations,
including planning, development, design, purchasing, production, and distribution.

Scope 3 Calculation

Scope 3 greenhouse gas emissions at DNP

Aiming for more efficient reduction of greenhousegas emissions

600 (10,000 tons)

Scope 3 management of greenhouse gas emissions across the entire supply chain

500

Scope 2

Indirect emissions from use ofelectrical power and steam

Purchased goods & services

DNP

Purchased goods& services

Scope 1

550
513

Upstreamtransportation& distribution

300

Processing of sold productUse of sold products

End of life treatmentof sold products

Use of sold products

TargetGlobalwarmingprevention

To reduce GHG emissions 10% from the 2005 levels by
FY2020.*

Reduction ofenvironmental
impact incurred
during transport

To reduce per-unit fuel use for transport (amount of fuel 2010
used/sales) by 1% per annum and 10% by FY2020
1.61
compared to FY2010.
kl/100 million yen

VOCs

To reduce emissions of VOCs (except for methane) by
20% compared to 2010 by FY2015.

To achieve zero emissions for the entire DNP Group by
FY2015.

200
Development
and sales ofenvironmentallyconscious
products

Downstream
transportation &distribution

Note: This is a calculation of emissions in the 11 Scope 3 categories applicable to DNP’s business operations(out of the total 15 categories) in the supply chain for all areas of DNP’s business between FY2010 and
FY2012 in accordance with the General Guidelines on Supply Chain GHG Emission Accounting (Ver. 1.0)
issued by the Ministry of the Environment (MOE) and the Ministry of Economy, Trade and Industry.
All DNP business sites in Japan were set as the scope of calculations (excluding Hokkaido Coca-Cola
Products and the Bookstore Group.)
The unit values database used for our calculations can be viewed on the MOE’s Green Value Chain
Platform. (http://www.gvc.go.jp/en/index.html)

In addition to calculating greenhouse gas
emissions from our business activities(i.e., Scope 1 and 2 emissions), it isincreasingly important to ascertain thevolume of greenhouse gases emitted
throughout our entire supply chain(Scope 3 emissions) in order to identify
more areas for potential emission cuts.
At DNP, we adopted the Scope 3
calculation of emissions in 2012 for thewhole DNP Group and calculated forthe period between FY2010 and FY2012.
Much of our business involves theprocessing of intermediate and finishedproducts into a variety of items, so we

Progress

Topic

Reduction ofindustrial
waste

Processing of sold productEnd of life treatmentof sold products

Efforts insufficient

To reduce per-unit waste emissions (waste emissions/production) by 15% from the 2010 level by FY2015.

Direct emissions from fuel combustion, etc.
Business travel andemployee commuting

Target achieved or making steady progress toward target
Making active efforts but target not achieved

400

Waste generated
in operations

Upstream leased assets

Target exceeded by a wide margin(April 1, 2012 to March 31, 2013)

Evaluation

2005

2012

million tons

million tons

decrease

2012

1.2%

1.058

0.999

1.59

5.6%

kl/100 million yen

decrease

2012

23.1%

Scope 3

Fuel and energy-related activities
not included in Scope 1 or 2
Capital goods

572

Evaluation Targets

100

believe that accounting for greenhousegas emissions throughout our whole
supply chain and making cuts wherever
possible will have significant benefits forsociety as a whole.
Moving forward, we will use the data
gleaned from these calculations to makeour designs more environmentally conscious and to offer products with asmaller environmental impact. Moreover,
we will continue to cut greenhouse gases
throughout our products’ lifecycles, fromthe procurement of materials to disposalof used products.

0

2010

2011

Emissions in categories
account forandApprox.

2012
,

Green
purchasing,

90%of all emissions

The category comprising the largest share of emissions is , procurement of raw and processedmaterials, which accounts for justover 60% of the total. This is followed by , final product disposal,, final product transport,
andrepresenting 13% each. Together,those three categories account foraround 90% of all Scope 3 emissions.

Environmental
conservation

Officeenvironment

2010

6,729 tons

5,173 tons

2010

2012

tons/10 million yen

tons/10 million yen

decrease

2012

0.22

0.468

2011

Landfill waste rate
0.76%

0.407

Landfill waste rate
0.54%

Development and sales of environmentally conscious
products and services to achieve 400 billion yen by
FY2015.

2011

2012

billion yen

To increase the rate of products purchased according
to the DNP green purchasing standards to 50% by
FY2015.
To increase the purchase rate of environmentallycertified products, such as those labeled with the
Eco-Mark, of the total supplies (office supplies andequipment) to 85% by FY2015.

decrease

13.0%

point
decrease

355.7

5.9%

billion yen

increase

2011

2012

0.8

2011

2012

4.6

336.0

45.8%

61.2%

To keep the maximum concentration of air emissions subject to emissions
regulations at 70% of the required standard or less.
To keep the maximum concentration of water emissions subject towastewater regulations at 70% of the required standard or less.
To keep the maximum concentration of odors at our site perimeters at 70%of the required standard or less.
To keep the maximum level of noise at our site perimeters at 70% of therequired standard or less.
To keep the maximum level of vibration at our site perimeters at 70% of therequired standard or less.
To increase the rate of the fractional recovery of waste paper to more than
70% of that for general waste.

45.0%

65.8%
Achievement rate
Achievement rate
Achievement rate
Achievement rate
Achievement rate
Recovery of
waste paper

pointdecreasepoint
increase

93%
97%
97%
89%
100%
75.6%

• Figures for DNP Color Techno Sakai, which is no longer under the control of DNP, are not included.
* Past and present greenhouse gas emissions pertaining to electricity use were recalculated in accordance with the 2005 conversion factors issued by theFederation of Electric Power Companies of Japan.

Turning our vision into reality
Stakeholder’sview

Forests are more than just sources of material for paper andlumber; they are home to ecosystems that benefit us in untold
ways. It is little wonder that the movement for sustainable useof forests is gaining traction worldwide. Unfortunately, compared to other developed nations, Japan has been slow to
adopt the use of paper certified by the Forestry StewardshipCouncil (FSC) and other organizations.
In contrast, I think DNP’s implementation of its Guidelines
for Procurement of Paper for Printing and Converting is a highly
significant move, and will have a positive effect not only on
suppliers but also for a large number of customers. Althoughthese guidelines still need to go deeper in some areas, I havehigh hopes that DNP will lead the way as it brings its business

partners on board at all stages of the supply chain.
Another major international trend is the expansion ofgreenhouse gas accounting to include calculation of Scope 3
areas, and I think DNP deserves praise for its swift adoption of
those methods. I believe that similar philosophies will beapplied to water and forest resources in future, and it is pleasing
to see that DNP has already begun projects to study and build
environments for a diverse range of wildlife in and around its
premises. By expanding these activities upstream it should bepossible to extend such environmental considerations throughout DNP’s entire supply chain. I look forward to seeing suchinitiatives pick up speed and develop as DNP moves onward.
CEO, Response Ability, Inc.

23

Dr. Naoki Adachi

At DNP, our overriding desire is to operate a sustainablebusiness in true harmony with the Earth’s environment. To
that end, we have endeavored to reduce the environmental impact of our products’ entire lifecycles, from theprocurement of materials to their use and disposal.
In 2012, we revised our Environmentally Conscious
Products and Services Development Guidelines as ameans of strengthening our development and supply ofenvironmentally conscious products and services. The
revised guidelines consist of clauses designed to promote
environmentally conscious design, including greater visibility of environmental impact, consideration for biodiversity,

environmental education and training, and support for
creating relevant systems. In addition, we calculated
Scope 3 greenhouse gas emissions to find potential
emission reductions along our supply chain, and instituted
the DNP Group Guidelines for Procurement of Paper for
Printing and Converting. Moreover, we have adopted
environmental targets for our overseas business sites,
and are eager to cut back on emissions of greenhousegases, waste, and VOCs worldwide in 2013.
We at DNP are dedicated to thoroughly reducing ourenvironmental footprint and continuing to earn and maintain the trust of the community.

DNP Group CSR Report 201324

Annual CSR Topics

A high-quality, ethical production structure

Overseas CSR
Initiatives
DNP Indonesia

Taking Japan’s superlative packaging
culture to the world
DNP began as a publication printer, but developed and leveraged its uniqueprinting technologies to expand into a broad range of business sectors.
One of the company’s first explorations with its “expansion printing” strategy wasin packaging operations. Operations began in earnest after World War II. Since
then, we have strived to perfect packaging technology that protects the contents,
and we are proud to supply high-quality products the world over.
Indeed, throughout the history of our packaging operations, we have constantly
sought to bring safer, more plentiful products to society. One prominent example
of our desire to spread Japanese packaging culture and enrich lifestyles aroundthe world is the efforts of DNP Indonesia.

As society has changed over the years, therequirements for packaging have changed aswell. It is no longer enough that it protects thecontents, facilitates handling, and adds anattractive appearance; it should now haveadded values such as universal design andconsideration for the environment.
At DNP Indonesia, all production processes
have been internalized, which allows thecompany to supply quality products with highadded value, thus earning the trust of clients.
DNP Indonesia has long held ISO certification
for quality, food, and environmental management, based on our establishment of management systems for each of those categories.

Thus, the company can offer a stable supplyof products that meet stringent quality,
performance, and cost criteria.
DNP Indonesia is also working aggressively
to develop sustainable packaging as a meansof helping to solve social problems. Products
are designed and made in accordance with
the DNP Environmentally Conscious Products
Development Guidelines, and DNP Indonesia
endeavors to parlay that into the developmentof items such as vapor-deposited IB Film(innovative barrier film), which does not generate toxic gases when incinerated. Indeed,
everyone at DNP Indonesia looks forward tooffering clients a growing variety of innovative,

sustainable products.
Consideration of society’s needs is also an
important part of the production process. At
DNP Indonesia, considerable effort goes into
CSR-conscious purchasing practices, andthe company adopted the DNP Group CSR
Procurement Criteria in 2011. Seminars havebeen held for major suppliers to explain thesignificance of the company’s CSR activities.
In particular, paper is an area that requires
care. As such, DNP Indonesia makes a pointof procuring wood feedstock from certified
forests in consideration of the situation inIndonesia, which faces multiple issues regarding forest conservation, including deforestation and degradation of forests throughlarge-scale development.
Moreover, as a business that forms part ofthe supply chain, DNP Indonesia has registered on Sedex, the Supplier Ethical Data
Exchange, a database pertaining to ethicallabor practices in the production industry. In
this way the company aspires to an everhigher level of CSR-oriented business management.

DNP Indonesia’s Karawang Plant

High aspirations spurlong years of growth
Four decades ago, Indonesia was in need of
new forms of packaging suited to the nation’schanging society and lifestyles. The trigger for
DNP’s expansion into the Indonesian market
came when a government-backed publication
printer asked the company to participate in ajoint venture. We accepted the request and, in
1972, established DNP Indonesia in Jakarta,
with the ambition that we could make a genuine
contribution to the rest of the world with ourwealth of packaging technology.
These days, DNP provides high-quality, costcompetitive products made using our advanced
packaging technologies and expertise in countries around the globe. In particular, DNP has
built up a majority share in the Indonesianmarket for soft packaging with high added
value such as strong barrier properties, and
DNP Indonesia is now one of the top packaging
manufacturers in Southeast Asia.
DNP Indonesia’s major clients are global
companies based in Europe. The company acts
as their local partner, and they rely on DNPIndonesia to supply them with world-classproducts, not only in terms of quality, function,25

and cost, but also in terms ofenvironmental credentials andability to satisfy local needs.
DNP Indonesia takes thoserequirements seriously, andhas constantly strived to improve its technology so as togain the recognition of many world-renowned
companies as a preferred supplier.
Forty years after the company’s inception,
we still see DNP Indonesia as much more thanan overseas expansion; our aspiration to be a
global force for good by taking Japan’s superlative packaging culture to the world remains
strong, and we believe that DNP Indonesia’s
many years of growth have come as a result ofthat lofty vision, coupled with our respect for
the local people and communities. In 2013, wehope to capitalize on DNP Indonesia’s successes, expand further throughout the region—
including a new factory in Vietnam—and spreadthe word about Japan’s packaging culture
further around the world.

Soft packaging material goes
through a slitter

Certifications from many
global companies of DNPIndonesia’s status as apreferred supplier

DNP Indonesia
incorporated

1972

Top share of theIndonesian market for
barrier packaging
Approx.

50%

Checking print quality

Exchanging opinions with suppliersThis photograph shows one of Indonesia’s ubiquitous stalls. Behind thestallholder is a wall of hanging sachets containing shampoo, detergent, andmany other items. Sachets are a tremendously popular form of packaging inIndonesia, ideally suited to the local living environment and economy. As
such, DNP Indonesia develops and supplies a variety of sachets.
Because they contain products commonly sold at stalls, sachets are exposedto the outdoor environment for long periods of time. Therefore, they must
provide a steadfast barrier against oxygen, steam, and light. Thus, DNP’sstate-of-the-art printing technologies are used in everyday products that
uphold the day-to-day lives of the local community.

DNP Group CSR Report 2013

26

DNP Indonesia

Community Engagement

Earning trust withpeople-oriented
management

DNP Indonesia is devoted to achieving mutual prosperity with the local community. The
company has a number of ongoing initiatives to help improve living environments andpromote healthy independence in neighboring areas.

Planting trees to prevent flooding
Starting with the disastrous flooding in 2010, the Citarum
River that flows through a residential area near DNP
Indonesia floods regularly during heavy rain.
DNP Indonesia responded by launching a program oftree planting in December 2012, which had the double
benefit of preventing soil erosion and beautifying the area.
So far, the company has planted 500 bamboo plants, 167
Sengon laut trees (a broad-leaf tree of the bean family),and five mango trees along a stretch of around 500 meters
along the river bank.

Since DNP Indonesia’s inception, “treat employees with care”
has been one of the company’s main policies, and it has always
strived to maintain a rewarding workplace.
Its plants are constructed to the standards of DNP in Japan toensure employee safety, and there is a generous range of
welfare facilities as well. Almost all of DNP Indonesia’s 2,400
employees are local hires, and they are given thorough training
to encourage skill development. The company has also pursued
several initiatives to help raise the living standards of the local
community.
Put simply, DNP Indonesia earns the trust and affinity of thelocal people by treating them with care.

A DNP Indonesia executive plants a mango tree

Building wells to secure domestic water supplies
In Indonesia, the water supply infrastructure is underdeveloped and there is a shortage of water for drinking
and household use.
DNP Indonesia has dug wells in four locations in villagesaround its Karawang Plant, and holds seminars for local
housewives on health and hygiene.

Fostering team spirit
among employees

Local women attend a hygiene seminar

Participants entered the lucky draw
for a chance to win prizes

The Family Gathering 2012 venue was packed with employees and their families

Percentage of the DNPIndonesia workforce
hired locally

99.9%

Employee (and family
member) attendance
rate at Family
Gathering 2012

99.2%

27

In September 2012, DNP Indonesia held
Family Gathering 2012, a bonding eventfor employees and their families, aimed
at nurturing unity among the company,
the labor union, employees, and theirfamilies.
This was the third Family Gathering,doubling as a celebration of the 40th
anniversary of DNP Indonesia’s founding,and serving as an ideal forum for thecompany to show its appreciation for theworkforce. Large-scale events like thesehave helped foster good relations between company management and labor,
and have led to increased motivation
among employees.
Family Gathering 2012 was held at the
Atlantis Water Adventure amusementpark, one of the biggest resort facilities inSoutheast Asia and a major attraction for
the Indonesian people. The event was ahuge success: of the 7,733 people (employees and their families) eligible toattend, 7,668 came—that’s 99.2%!

Support for local children
DNP Indonesia, in its capacity as a member of the Karawang
International Industrial City tenants’ committee, presented local
elementary school children with notebooks as part of thecommittee’s community support program. The notebooks weremade by DNP, and 7,000 children received four notebooks each.
The company also has an ongoing scholarship program forhigh school students from low-income families with highmotivation to study. Under the program, DNP Indonesia hascontinued to pay all tuition fees for three full high school years
for such students.

DNP Indonesia donated wells to the villagers
Local employee’sof Wadas, and followed this up with educaview
tion on healthy lifestyles. The seminars were
aimed at communicating the need for cleanwater when cooking, showering, washingdishes, and washing clothes, and teachingattendees the basics about the illnesses that
often occur when using river water directlyfor household purposes.
We also highlighted how throwing trash
into the river can cause sickness and evenflooding, and encouraged the correct disposal of trash and the use of proper toilet
facilities.
I hope that the water supply facilities and education provided by
DNP Indonesia help raise awareness of the need for hygiene ineveryday life.
Department Manager,
Human Resources Development, DNP Indonesia

MM Ari Retno

Local children show off their notebooks

Local resident’sview

We were very happy to have a welldug in our neighborhood. Not only
that, DNP Indonesia staff gave usclasses on hygiene. We housewives
learned a lot about the benefits of well
water for household use, as well assome basic knowledge about diseases and sicknesses.
I hope that DNP Indonesia willcontinue to support living standards
in Wadas so that local people can live
healthier lives.

Representative of the Wadas
neighborhood community association

Siti Ropiyah

DNP Group CSR Report 201328

Annual CSR Topics

The DNP Educational Program: The Wonder of Color

Social Contribution
Activities

Look!
Those colors are
actually made oftiny dots of cyan,
magenta, yellow,
and black!

Developing a workforce capable ofcreating a sustainable society
At DNP, we base our social contribution activities on five focused themes: environmental conservation,community engagement, encouragement of the next generation, arts and culture, and humanitarian aid.
Since the company’s inception, we have sought to uphold and expand the possibilities of the culture ofintellectual knowledge that the publication printing industry represents. In particular, Encouragement of
the next generation is a theme we feel a particular affinity for, and we invest considerable effort into developing a future workforce with the skills to solve social issues and contribute to society’s sustainable
development. To that end, we have a number of development programs in place, and we are constantly
seeking to refine our activities in this area.

Encouragement of
the next generation

The DNP Educational Program

At DNP, our vision for the development of tomorrow’s workforce is that each person will have unique skills thatthey contribute to a concerted effort to ensure the sustainable development of society. Our unique DNP Educational Program is designed to make that vision a reality by stimulating children’s intellectual curiosity and allowing
them to discover that learning can be fun.
DNP’s approach toencouragement of next generation

Students learn about modern color printing systems
through hands-on experience with real materials

Augmented reality business cards

Inspecting instant noodle
containers

Whoa!
They arepopping outof thescreen!

This lesson teaches children about the mysteries of
how the printing process reproduces colors. Because
the lesson is centered on observation and experiments, children learn through hands-on experience,
which makes the DNP Educational Program ideal for
linking to lessons on fundamental scientific subjects
such as wildlife and how the human body works.
The program started in 2012, with lessons in threeschools: one in Kyoto and one each in the Tokyo
wards of Shinagawa and Shinjuku. The major products and services of local DNP operations were usedas subject matter, and children learned how printing
technology plays a role in many of the most immediate
facets of our daily lives.
“The Wonder of Color” is part of DNP’s ten-year
action plan for intensive, planned initiatives between
April 1, 2005 and March 31, 2015 to encourage thenext generation in accordance with the Act on Advancement of Measures to Support Raising NextGeneration Children. We plan to make a real contribution to childcare and childrearing in local communities
by holding the DNP Educational Program nationwide
by 2015, with particular focus on the communities thathost DNP facilities.

It’s so clear—right down to
the details!

Dye-sublimationtransfer printing

The DNP Educational Program
Daiyon Hino Elementary School in
Shinagawa, Tokyo(6th year, 1 class held)

What?!
It’shollow!

Yamanouchi Elementary
School in Kyoto(6th year, 2 classes held)

Ochiai Dairoku Elementary School in
Shinjuku, Tokyo(6th year, 1 class held; 3rd year, 1 class held)

Education• Intellectual
curiosity• Motivation
to learn

DNP’s uniquequalities

Employeeparticipation

Sustainability

29

My goal in leading a class under the DNP Educational Program was to show the children thatprinting and colors are tools to communicate
what you feel, and that using them in your own
way to express yourself is great fun.
The sparkle in the kids’ eyes and the purejoy in their voices were truly moving. As a developer of educational programs, I found theexperience priceless.
I am more inspired than ever before to identify and implement ways that companies canbenefit children’s education.

The DNP Educational Program is designed to leverage
the company’s unique insights to boost children’s
enthusiasm for learning by stimulating their intellectual
curiosity. Under the program, DNP employees conductclasses at schools and other educational forums andevents.

Business Innovation Division,Communication & Information Operations

Employee’sview

Shiho Hirayama

Teacher’sview

The DNP Educational Program gave the students a way to learn about how printing works
and how intriguing colors can be throughhands-on experience. They were particularly
amazed at how they could mix three colors ofclay to make a whole range of colors, and tofind that, on closer inspection through a magnifying glass, printed colors were actually
made of tiny dots in only black and three primary colors. The kids were completely enthralled by the augmented reality businesscards that used 3D imaging to create the optical illusion of people popping out of the cards.
I believe the class served to show the childrenthat printing plays a large role in our daily lives,
and to boost their interest in jobs that involve
developing new technologies.
Arts and crafts teacher at
Daiyon Hino Elementary School

Kana Imabayashi

DNP Group CSR Report 201330

The DNP Educational Program: How Printing Technology
is Contributing to Regenerative Medicine
One of the focuses of the DNP Life Science Laboratory’s
research and development work is regenerative medicine. In
March 2013, DNP held a workshop titled “How Printing Technology is Contributing to Regenerative Medicine: Look, touchand feel ‘cell sheets’ − the sticking plasters of the future.” atTsukuba Science Edge 2013, an event at the Tsukuba International Congress Center aimed at junior high and high school
students.
Regenerative medicine is a hot topic in Japan at the moment,with Kyoto University’s Professor Shinya Yamanaka having
won the Nobel Prize in Physiology or Medicine for his work with
iPS cells, and this lesson served to highlight the mechanism ofregenerative medicine and the state of the art. Students also
had the chance for hands-on experience with real cell sheets.
Participants said the lesson was broadly inspiring.

It’s so thin…
only 0.03mm!

meals served

Staff of the DNP Facility Services
Menu Planning OfficeStudents’ impressions

I had heard that printing technology was greatly advancing,but I never imagined it could be used for medical care. That
was surprising.
(3rd year junior high school student)
The sheets were surprisingly thin and fragile. I wasreally impressed that Japanese printing technology
had reached such high levels in recent years.
(1st year high school student)

The DNP Educational Program: The Secrets of Bookmaking
In March 2013, DNP held a workshop titled“The Secrets of Bookmaking” at the 71st
National Exhibition of Children’s Inventions
and Innovations at the Science Museum inTokyo, run by the Japan Science Foundation. The class was attended by around 30
children. Participants made their own ringbound books as a way of learning about theinnovations employed by printing companies to make books. They also used real folio
sheets to discover how page numbers are
printed on a large printing sheet so thatwhen folded in a particular way, the pages in
the final product are in the right order. The
children flipped happily through the pages of
their completed books and showed them totheir waiting families with pride.

Here we go.
I hope therings will fit
these holes!

A ll

don

e!

Secrets of Bookmaking notebooks

31

DNP company cafeterias offered special
menus to support the Tohoku region

Two workshops were held,and both were more thanfully attended

A cell sheet is tissue madefrom human cells. Healthy cells
taken from the patient are cultivated into a “sheet,” which isthen placed on the affected
area. This process has been
proven to improve or cure
symptoms in some diseases.
At DNP, our printing and information technologies are being
leveraged to research practicalapplications for cell sheets.

Who’d have thought that a book ismade from such large sheets?

Supporting the recovery after the
Tohoku-Pacific Ocean Earthquake

41,155What is a Cell Sheet?

The thin white film in the petri
dish is a cell sheet

Humanitarian aid

In an effort to prevent the experiences and memories of the
Tohoku-Pacific Ocean Earthquake being forgotten overtime, we at DNP are holding a series of seminars for
employees and the public to think about what we can dohere and now, and to share insights and approaches. A
seminar was held for DNP employees in July 2012, withguest instructors from the Rikuzentakata City Council ofSocial Welfare and Music Securities, a company that
operates a fund for regions damaged in the earthquake.
The seminar focused on the kind of support required a year
after the disaster, and was relayed to 15 DNP workplaces
nationwide via the company’s videoconferencing system.
Meanwhile, in March 2013, DNP and the Japan Philanthropic Association held a public seminar titled “Supporting
Youth in Disaster-Affected Regions: Tohoku Now and in the
Future.”Community
engagement

Seminars to keep experiences andmemories from fading over time

In-house seminars
attended by156

peoplePublic seminars attended by30companies and organizations

Supporting Fairtrade

Fairtrade-certified macarons: thevanguard of our efforts to promote
Fairtrade products

Fairtrade-certified macarons andcoffee served at the honto café.

As part of our ongoing support for the areas devastated in the earthquake
and its aftermath, we at DNP served special menus to support the Tohoku
region at company cafeterias in 24 DNP workplaces nationwide between July2012 and March 2013. The project aimed to provide economic support bypurchasing the ingredients for the famous Tohoku dishes of Iwate, Miyagi,
and Fukushima from affected areas.
The Menu Planning Office of DNP Facility Services, which runs DNP
company cafeterias, compiled a series of recipes that listed the suppliers
where individual cafeterias could source the ingredients, as well as themethods for preparing each dish, thus making it possible for the Tohoku
support menu idea to be expanded nationwide. Some 41,155 special meals
were sold during the project period, and DNP joined in by pledging to donate
an amount equivalent to five percent of sales—not only of the special meals
but also of other Tohoku products made available for purchase in-house. This
amounted to approximately 1.9 million yen extra funding for aid efforts.

At DNP, we have supported Fairtrade since 2006 through inhouse sales of Fairtrade products. Honto café, the e-book
showroom, opened at Communication Plaza dot DNP in Ichigaya, Tokyo in January 2013, became the first in Japan to sell
Fairtrade-certified macarons.* Together with the café’sFairtrade-certified coffee, the macarons offer the general public an opportunity to try approved Fairtrade products, which weat DNP hope will help spread the word about Fairtradesupporting activities of DNP and promote approved products.
* The idea for Fairtrade-certified macarons was conceived by DNP and the
Wakachiai Project, an NPO dedicated to promoting Fairtrade products.
They are made using Fairtrade-certified sugar from Malawi.

On February 4, 2013, DNP and Fairtrade Label Japan (FLJ), an NPO, held the
6th FLJ Stakeholders’ Conference in Ichigaya, Tokyo. The conference wasattended by a range of companies and organizations that endeavor to
engage in fair trade in accordance with the Fairtrade International Standards,
who exchanged information on the latest trends and fair trade initiatives.
There was a speech from Kwabena Ohemeng-Tinyase, who has long
been involved with Kuapa Kokoo, a union of Ghanaian cacao farmers, casestudies of in-house sales of Fairtrade products at DNP, and a panel
discussion titled “How to Make Fair Trade a Normal Part of Life in Japan”
involving Dentsu’s Mayumi Shiratsuchi, an expert in the field of ethicalconsumption. The discussion featured debate from a wide range ofstandpoints on how fair trade can become firmly established in Japan.

The FLJ Stakeholders’Conference, held jointly by
DNP and FLJ

Kwabena Ohemeng-Tinyase
reflects on 20 years of promoting
Fairtrade certification

DNP Group CSR Report 201332

A Message from the CSR Committee Chairman

Third Party Opinion

In response to third party opinion

One Akiyama

President, Integrex Inc.

1. Positives
This year, DNP has overhauled its printed CSR Report.
While there is a new special feature, DNP’s Growth
Strategy, reporting on the company’s social contribution activities, the report has become rather compact.
This is because the report is linked with the DNP corporate site to provide more comprehensive coverage;
the report itself focuses on the company’s efforts in
its three main CSR categories over the year in the
Annual CSR Topics section, while case studies andmore in-depth data are contained on the website.
As always, the print version of the report opens witha message from the president that provides a timely
reminder of the strong commitment of DNP’s management. In this year’s message, President Yoshitoshi
Kitajima’s message touches on three areas:• The overriding mission of any company is to create
value that will contribute to society’s advancement;• To achieve that, DNP will create tomorrow’s basic;
and• DNP will earn the trust of consumers and society
at large by constantly striving to communicate,going beyond their expectations, and making surethe DNP brand is a trusted one.
The section titled CSR at DNP sets forth thecompany’s Three Corporate Responsibilities: value
creation, integrity in conduct, and transparency(accountability).
DNP’s value creation—and, indeed, the company’sbusiness activities themselves—are based on thedetermination of an appropriate direction for value
creation initiatives in line with four main areas of growthin which DNP’s strengths can make a difference inrectifying society’s problems: information distribution,
health and medical care, environment and energy, andcomfortable living. The special report contains examples of DNP’s innovative efforts in heretofore unexplored fields such as near field communication andcell sheets to create solutions that will become socompletely part of our lives in the future that we will

33

never even think about their significance. Even in anage when companies are routinely expected to fulfill
their CSR role to help solve social problems as part oftheir business operations, the initiatives described in
the Special Report section make for impressive
reading, and I think DNP deserves praise for the way ittakes the views of the community into account andcollaborates with other companies in achieving thegoals it sets out.
DNP’s progress on specific annual initiatives isevaluated as part of the CSR Management Report,
which sets out the company’s activities under each of
its important CSR themes in table form. Each theme’sannual targets are listed and the year’s achievements
laid out in light of them. Furthermore, this year goals
from a mid-to-long term perspective are also provided
for a period of 3-5 years along with the initiatives
planned for the next year in order to achieve thosetargets. This format makes it easy for readers to
identify DNP’s targets and see that the company ismaking gradual, ongoing progress toward reachingthem.
Meanwhile, the Annual CSR Topics section ispacked with scintillating content about existing CSR
Procurement Criteria; the new Guidelines for Procurement of Paper for Printing and Converting, which are
aimed at promoting sustainable use of forest resources; the DNP Group’s global expansion, which is
not concentrated exclusively on products, but alsoseeks to promote Japan’s packaging culture worldwide; the development of sustainable packaging as asolution for a problem facing society; and the roll-out
of an ethical production framework.

Kunikazu
Akishige

CSR Committee
Chairman,Managing Director

The Japanese brochure edition of the DNP Group CSR Report 2013 has been certified with the following marks as a print
document that shows consideration for the environment and universal design.
This printed document is suitable forrecycling into print-quality paper.
Paper

2. Hopes for DNP’s future
Integrity and innovation are the keys to truly earning
society’s trust. DNP, aware of this, has defined its
social responsibilities accordingly (“integrity in conduct” is self-explanatory and “value creation” corresponds to the issue of innovation). DNP must aim toharness the synergies generated in its sphere ofactivity—i.e., between company and people, company
and company, and company and society—into acoordinated effort to earn and maintain trust.
If DNP is to find solutions to society’s problems
and realize its management concept of contributing
to the emergently evolving society of the 21st century,
the company, its employees, and the community
need to work together and create new strengths
through their partnership to create the standards of arich, sustainable future.

I would like to start by offering my gratitude to One Akiyama for her comments.
The DNP Group CSR Report 2013 focuses on our growth strategy of facing up tosociety’s problems and leading the creation of tomorrow’s basic. Examples include nearfield communication and cell sheets, which came from our desire to find out which directionsociety wants to move in through dialogue and our will to facilitate progress in that direction
by using our technologies to overcome the challenges.
It is gratifying to receive Ms. Akiyama’s praise of the “more comprehensive coverage” ofour initiatives. Positive feedback regarding our current efforts and direction for the futureis heartening, and we look forward to tackling the tasks in front of us with renewed vigor.
I have also taken to heart her expectation that we will harness synergies to successfully
earn and maintain trust. Ever since DNP’s inception in 1876 under the name Shueisha withthe principle of “engaging in business befitting a modern civilized society,” we have always
valued the idea of using our business as a vehicle for contributing to society. I believe that
our CSR goals depend on every employee of the DNP Group adopting this mindset.
Moreover, I look forward to working together with all our stakeholders and leveraging all
our strengths to help make DNP’s CSR vision a reality.
This year’s CSR Report serves to account for the company’s growth strategy from a
CSR perspective, with added comment on our activities over the year with regards toenvironmental activity, overseas CSR initiatives, and social contribution activities, as wellas an overview of our year in CSR with the 2012 CSR Management Report. Meanwhile,
starting this year, detailed information on activities in each of our main CSR categories
have been shifted from the print version of the report to the DNP corporate site, so I
encourage you to use the print report and website as a combined resource.

FSC-certified paper, forest thinningsupport paper (Forest Neighborhood
Association)
Forest Neighborhood Association A2
matte FSC-certified MX (Mitsubishi Paper
Mills Limited)

Printing platesFilmless system using CTP output

Binding

Perfect binding using recyclable hot melt
adhesive
Spine glue: Asahimelt RP5200 (made by
Asahi Chemical Synthetic Co., Ltd.)Side glue: Asahimelt RPS310 (made by
Asahi Chemical Synthetic Co., Ltd.)

Ink

Ink which does not interfere withrecycling: NS PVF K (DIC Graphics
Corporation)

The PDF file of this report was produced
using the data from the certified
document printed on certified paper.

DNP annually purchases 1.15
million kWh in green power.
This report took 2,600 kWhof electricity to print and bind,which was generated using
natural energy sources.

This report is printed on paper
made from forest thinnings to
help promote healthy forests andencourage greater use ofthinnings as a material.

Compliant with Color Universal Design
This report has been recognized by the Color
Universal Design Organization as having a design
whose colors have been chosen to be easily
perceptible by the majority of people.

Calculating and indicating the carbon footprint of this CSR Report
The Carbon Footprint of Products (CFP) mark indicates the total amount of greenhouse gas (converted to amount of CO 2)
emitted in the product’s entire lifecycle, from materials procurement to disposal and recycling. DNP has participated in CFP
System Trials conducted by the Ministry of Economy, Trade and Industry and other related agencies since those trials
began. We calculate and publish the CFP of our own publications, thereby promoting the growth of the CFP system.

DNP Group CSR Report 201334