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
URL: http://www.dnp.co.jp/eng/© 2015 DNP
PRINTED IN JAPANDNP Group CSR Report 2015

Corporate Profile (as of March 31, 2015)

CONTENTS

Company Name
Head Office

Editorial Policy, Corporate Profile, Business Segments

1

Annual CSR Topics

Top Message

3❶ Overseas CSR Initiatives

5❷ Environmental Activities❸ Social Contribution Activities

21
25
29

Special Feature

Third-Party Opinion

33“Today’s Innovation is Tomorrow’s Basic” 15

A Message from the CSR Committee Chairman 34

CSR at DNP
FY2014/15 CSR Management Report

9

Dai Nippon Printing Co., Ltd.
1-1, Ichigaya Kagacho 1-chome,
Shinjuku-ku, Tokyo 162-8001, Japan
Tel: +81-3-3266-2111

Number of
Employees

39,451 (Consolidated)
10,697 (Non-consolidated)Group
Companies

Consolidated subsidiaries: 112
Equity-method affiliates: 12

Financial Data

Net Sales(FY ending March 2015)

Operating Income ¥48.1 billion (down 3.8% year-on-year)

Websitehttp://www.dnp.co.jp/eng/

Established

October 1876

Incorporated

January 1894

Ordinary Income ¥53.7 billion (up 0.9% year-on-year)

Paid-in Capital¥114,464 million

Net Income¥1,462.1 billion (up 0.9% year-on-year)¥26.9 billion (up 5.0% year-on-year)

Business Segments■Printing

Our printing operations comprise an extensive range of businesses aimed at offering solutions to consumers and corporateclients in a variety of sectors through application and advancement of printing and information technologies.

Editorial Policy

Information Communication

DNP provides information regarding its policies, organizational structures, individual CSR activities, and more to
stakeholders on an ongoing basis through an easilyaccessed website. In addition, we publish this annual CSR
Report in hard copy and PDF format to provide summary
information for the fiscal year and directions for the future,among other information.
In the CSR at DNP and FY2014/15 CSR Management Report sections in the first half of this DNP CSR Report 2015,
we present an overview of our CSR activities. In the special
feature, Today’s Innovation is Tomorrow’s Basic, we profile
value creation, which we regard as DNP’s primary responsibility. In the Annual CSR Topics section, we cover DNP’s
globe-spanning CSR initiatives and environmental activities, as well as our social contribution efforts. We also offer
detailed information concerning our environmental activities
in the separately issued Environmental Report (available in
PDF format on our website).

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

Period covered by this report
April 1, 2014 to March 31, 2015 (FY2014/15)
However, reporting is not confined to this period regardingsome important matters.
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 we emphasize theGroup as a whole.

Percentage of total sales:

E-books International brand prepaid cards

Touch-panel digital signage

PackagingInterior materials for railway
cars (Hokuriku Shinkansen)

Photobooks and dyesublimation transfer media

Color filters for liquid
crystal displays

Master templates fornano-imprinting

Optical films for displays

Lifestyle and Industrial Supplies
Packaging, lifestyle materials,
industrial supplies, etc.
Percentage of total sales:

32.6%

Electronics
Display components, electronic
devices, optical film, etc.
Percentage of total sales:

Issued: June 2015
Next scheduled issue: June 2016

47.6%

15.7%

■Beverages

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

Beverages

Going forward, we will work to further enrich the content of
this report as well as disclosure in other media, with thegoal of building positive communication with all
stakeholders.

Percentage of total sales:

4.1%

About the cover design■Disclosure MediaThe continuing theme in the cover designs of the DNP CSR Report since 2013 expresses sustainability.

DNP Corporate Site

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

This is my third year to design DNP’s annual CSR Report. In the first year, I used a seed motif to communicate the realization of asustainable society. In the following year, these seeds blossomed. Now, in this third year, I have used fruits and vegetables, whichhold the seeds for the future. In the same way, I have high expectations that DNP will continue to evolve into the future.
Norito Shinmura, graphic designer

Providing accessible CSR information and financial data most required by stakeholders via a range of media.

On the website:“CSR”
http://www.dnp.co.jp/eng/csr/

CSR
Reports(this report) (Booklet/PDF)

AnnualReports

Environmental
Reports(PDF)(Booklet /PDF)

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 successful 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, theEnvironmental Advertisement Contest Grand Prize, the
New York Art Directors’ Club ADC Awards Sliver Prize, theInternational Biennial of Graphic Design Brno Gold Prize,
and the Tokyo Art Directors’ Club Prize.

2013

2014

Reporting on CSR

1

2

Top Message

Creating New Value:“Today’s Innovation isTomorrow’s Basic”
DNP has advanced into a wide range of businesses by offering services integrating various information technologies
and product manufacturing based on printing technologies.
Today, the scope of our business is wide indeed. It encompasses our Information Communication segment, which
includes printing of publications, an effort we have pursued
since our founding, as well as commercial printing; theLifestyle and Industrial Supplies segment, whose offerings
include packaging and lifestyle materials; and our Electronics segment, which manufactures display products and electronic devices.
What has made this business development possible is
DNP’s ability to accurately identify challenges facing society as they arise, and our strong and tireless commitment toformulating solutions to those challenges. We believe this is
why DNP products and services have gained extremely wide
acceptance.

The Four Areas of DNP’s Growth
Strategy
So that DNP can continue offering new value to solve thechallenges facing society today, we have newly establishedfour growth areas.
The first of these growth areas is Knowledge and Communication, which encompasses the transmission of safe, trustworthy information and fostering of culture, for the benefit
of today’s highly networked society. The second is Food and
Healthcare to maintain healthy, high-quality lifestyles foran ultra-aged society. The third is Environment and Energy,
to offer a variety of solutions, including eco-friendly products and energy management, for the realization of a society
with low environmental impact. Lifestyle and Mobility, thefourth growth area, will offer integrated services aimed atrealizing more comfortable, personalized living spaces.
This CSR Report will focus on Knowledge and Communication as well as Food and Healthcare, to present a portion of our current activities. In the area of Knowledge and3

Top Message

Communication, we will examine products and services thatleverage information technology to meet the challenges ofnext-generation education. Our look at the Food and Healthcare area will include our preventive healthcare businessthat promotes healthy, independent lifestyles in an ultraaged society.
In each growth area, DNP will use its printing and information technologies, accumulated over many years, to stayclose to consumers and create “tomorrow’s basic” solutions
for a wide range of challenges. By delivering “tomorrow’s
basic” to society, DNP’s contributions to realizing a sustainable society can also be a source of growth.

Promoting Social Contribution
Efforts
DNP believes it is important for enterprises to address society’s expectations and thereby earn trust by making social
contributions.
DNP employees are volunteering to support recovery
in areas affected by the Great East Japan Earthquake. In
FY2014/15, they helped to clean temporary housing in Ishimaki and provided support for the fishing industry in Minamisanriku, among other efforts. DNP will continue to support the affected region in a variety of ways.
DNP is also investing major efforts in nurturing the next
generation. In FY2014/15, Educational Program classes forelementary school students were held at a greater number of

DNP locations than during the previous year. One highlight
was a science workshop focusing on the use of 3D printersin medical fields, held for junior and senior high school students at Epochal Tsukuba (Tsukuba International Congress
Center), in Ibaraki Prefecture.
In October 2016, DNP will mark the 140th anniversary of
its founding. The trust of society, enterprises and consumers
in, and their reliance upon DNP, which has been earned overmany years, is a precious asset and a major aspect of DNP’svalue. Going forward, DNP will enhance its brand throughresponsible business activities, and further reinforce its
bonds of trust with society.
President

Yoshitoshi Kitajima

Response to Global Challenges
Since the establishment of its Hong Kong office in 1964,
DNP has continued to expand globally. Our international
businesses are varied and range from local raw materials
procurement to production and sales, as well as internationalsales of products manufactured in Japan. DNP is mindful ofsocial challenges, wherever in the world they occur, and webelieve it is important for us to contribute to solving them.
For example, we strive to ensure that our manufacturing
activities do not harm the local environment or encroach
upon human rights, and CSR procurement has become arecent focus of attention. In 2006, we established CSR Procurement Criteria for the DNP Group, and since then haveworked together with suppliers to ensure compliance. For
paper procurement, which falls under these standards, weestablished our Guidelines for Procurement of Paper for
Printing and Converting in 2012, and in FY2014/15 we held
extensive discussions with paper producers to strengthen
our collaboration in preventing problems across our global
supply chain as a whole.
This report profiles DNP’s global efforts with examples
from Vietnam and Italy.

Top Message

4

CSR at DNP
DNP believes corporate social responsibility means becoming a trusted enterprise, and that this means nothing otherthan the realization of our Management Concept.
DNP will promote its CSR activities, and aim for corporate growth and the realization of a sustainable society, by practicing our Three Corporate Responsibilities on a group-wide basis, acting together as a single unified organization, andadhering to the DNP Group Vision for the 21st Century that we announced in 2001 as well as international standards.

Business Vision: P&I Solutions

Guiding Principles: Five Principles

We will identify and solve the problems
and issues that consumers and corporateclients face within the emergently evolving
society by fusing our Printing Technologies(PT) and Information Technologies (IT).

TAIWA,
independence/collaboration,
challenge, integrity, andresponsibility

DNP aims to maintain the trust of its stakeholders and society through the firm fulfillment of its
Three Corporate Responsibilities: Value Creation, Integrity in Conduct, and Transparency(Accountability). Specifically, we have established 12 Principal Themes and corresponding targets, and are carrying out continuous improvement activities. (See pages 7–14 and 27.)
In addition, TAIWA with the full spectrum of our stakeholders (including clients, consumers,
shareholders, suppliers, local and international communities, and employees), is essential to thepractice of our CSR activities. DNP does not simply attempt to engage in communication.
Through the interactive TAIWA process, we share concerns and problems, discuss how such issues may be addressed and resolved, and how we can move forward together to effect solutions. TAIWA enables DNP to disseminate information appropriately and receive opinions andsuggestions from stakeholders. This in turn enhances the quality of our corporate activities.

DNP Group Code of Conduct
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 therealization 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

International Standards
Our modern business is carried out through markets and supply chains that straddle the globe.
We believe it therefore naturally behooves us to carry out our business activities in conformancewith international standards.
In July 2006, DNP announced its endorsement of the United Nation’s Global Compact. We willcontinue to uphold the Compact’s 10 principles regarding human rights, labor, the environment,
and anti-corruption, and seek to reflect the spirit of the Compact in all areas of Group management. We are also a member of the Global Compact Network Japan, a local network of enterprises that support the Global Compact, and are undertaking to coordinate with other members.
Furthermore, we review our activities in light of the ISO 26000 guidelines on social responsibility,
and respect the ideals represented by pertinent international treaties and conventions.

Board of Directors

Audit

Audit

Management Committee
Representative Directors

Information Security Committee

Audit

Product Safety Committee

Audit

Environmental Committee
Complaint Handling Committee

Guidance

Central Disaster Prevention Committee
Legal and other main divisions(Environmental Safety Division, Labor Division, Technology Division, Accounting Division, Management
Division, IP Division, Legal Affairs Division, etc.)

Corporate Social Responsibility Committee
Audit & Guidance

ReportingAssistance

Audit Unit

(Autonomous implementation, inspection,
review, improvement)

Audit
Guidance& Training

Insider Trading Prevention Committee

Board of Statutory Auditors

Group
Companies

Open Door RoomInformation Disclosure Committee

Auditors OfficeBusiness
Divisions

Head Office

Audit

Corporate
Officers

ReportingCorporate Ethics Committee

Reporting(Oversight of internal controls)

Directors in
Charge1. Value Creation
The first and most fundamental responsibility of a corporation to society
is “providing new value to society.” We must make a connection between the offering of products and services necessary to the sustainable development of society and the growth of the company. DNP willcontinue to provide high value which contributes to the solution of social
problems through our P&I Solutions Business Vision.

2. Integrity in Conduct

General Meeting of Shareholders

Operating Units

DNP regards the enhancement of corporate governance as animportant management
theme to become an enterprise trusted by all of
its stakeholders.
In addition to managing,executingoperations,and building and managing structures relating
to oversight and auditingof such activities, DNP
emphasizes employee
training and education
so as to strengthen its
corporate governance.

■DNP’s Corporate Governance Structure

Accounting Auditors

Framework

Corporate
GovernanceThree Corporate Responsibilities

The second responsibility is “practicing fairness and impartiality invalue creation processes.” No matter how superior or useful to society
the value produced is, value is compromised if, for example, environmental damage occurs or laws are broken during the value creation process. Therefore, DNP seeks to fulfill this responsibility by ensuring that
all employees always conduct business with integrity in accordance with
the DNP Group Code of Conduct.

To realize enterprise growth
and a sustainable society

The DNP Group Vision for the 21st Century is composed of its Management Concept, Business Vision, and Guiding Principles, and outlines the intention and direction of DNP’s contributions to society.
In addition, the DNP Group’s Code of Conduct
forms the basis for everything we do toward realizing our Management Concept. In accordance with
the Code of Conduct, our employees strive to act
with integrity based on a high level of ethics.
Our Management Concept, Business Vision, andGuiding Principles symbolize our commitment to society: to drive the creation of significant value that contributes to solving the challenges faced by society.

Aiming to Maintain the Trust of Our Stakeholders and SocietyManagement Concept
The DNP Group will contribute to the emergently evolving society of the 21st century.

CSR in PracticeFoundation

DNP Group Vision for the 21st Century /Code of Conduct

3. Transparency (Accountability)
Finally, the third vital corporate responsibility is “being a company thatis accountable and highly transparent.” DNP achieves accountability
by encouraging all employees, during the course of their regular duties,
to engage in TAIWA with stakeholders, listen to their opinions, and provide correct information themselves.

Reporting
Coordination

5

CSR at DNP

CSR at DNP

6

CSR at DNPCSR Promotion Organization

Continuous Improvement Activities

DNP’s CSR activities are overseen by a dedicated department. The CSR Department reports to the CSR Committee,
which is comprised of directors and corporate officers in charge at head office. In accordance with the management
concept, the CSR Committee reviews and sets policies relating to CSR activities as well as midrange and annual targets.
Based on the objectives determined by the committee, the CSR Department coordinates with the relevant departmentswith respect to each Principal Theme (see below), and promotes concrete activities.
In addition, the CSR Committee has established separate, dedicated committees to consider principal CSR themes,
including corporate ethics and the environment. Each committee operates independently but collaborates through information-sharing and in other ways, with the aim of enhancing overall enterprise value.

DNP establishes targets relating to each of its Principal Themes and uses these targets to promote CSR efforts. The CSR
Committee reviews the results of CSR activities at the end of each fiscal year and establishes targets for the following
year. At the same time, the Committee carefully verifies that DNP’s CSR activities are aligned with society’s expectations,that they are making firm contributions to society, and that continuous efforts are being made to further enhance these
activities.

Principal Themes have been established to promote specific CSR activities based on an analysis of their significance forboth DNP and society.
To evaluate key focuses from society’s standpoint, we have carefully referenced relevant international treaties and agreements, centering on the 10 principles of the UN Global Compact and ISO 26000 international guidelines for social responsibility; social challenges regarded as important for socially responsible investing (SRI); and stakeholder opinion. To
evaluate key focuses from the standpoint of their importance to DNP, we reference our Management Concept, business
content and scope, and other relevant factors. After considering all aspects, we have established the following 12 Principal
Themes.

■Principal Themes
DNP’s Three Corporate
Responsibilities

DNP’s Principal CSR Themes

Corresponding Core Subjects of
ISO 26000

Responsibility #1
Value Creation

Contributing to the Development ofSocietyConsumer Issues, Community
Involvement and Development

Respect for Human Dignity and Diversity

Human Rights, Labor Practices

Realization of a Safe and Vibrant
Workplace

Human Rights, Labor Practices

Realization of a ‘Universal Society’

Consumer Issues

Ensuring the Safety and Quality of Our
Products and Services

Consumer Issues

Ensuring Information Security

Consumer Issues

Promoting Social Responsibility throughthe Supply Chain

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

Social Contribution as a Good Corporate
CitizenCommunity Involvement andDevelopment

Environmental Conservation and theRealization of a Sustainable Society

The Environment, Consumer Issues

Proper Disclosure of Information

Fair Operating Practices, Labor
Practices

Compliance with the Law and Social
EthicsFair Operating Practices, Human Rights

Development of a System for BusinessContinuity

Fair Operating Practices, Consumer
IssuesResponsibility #3
Transparency (Accountability)
Foundations of the Three
Corporate Responsibilities

7

CSR at DNP

Review Principal
Themes as required

Determination of Principal Themes important to DNP and society.

Establishing Principal Themes

Responsibility #2
Integrity in Conduct■PDCA (Plan-Do-Check-Action) Cycle Process

For each Principal Theme, midrange (for three to five years)
as well as annual targets are established.

The CSR Department collaborates with the relevant department
for each Principal Theme and implements concrete activities for
the Group as a whole. Engagement with stakeholders is
promoted through a wide range of communication.

Confirm results of activities and set targets for the next fiscal year
at the year-end meeting of the CSR Committee.
Review and reconfirm overall direction and other aspects of DNP CSR efforts.

Stakeholder Dialog
On January 23, 2015, we held a stakeholder dialog inviting four reviewers from the CSR Review Forum-Japan(CRF*). The dialog was a new approach to solicit social comment on DNP’s CSR activities, centering on theprevious year’s targets and results, and it resulted in active exchange of opinions regarding social trends and
DNP’s activities. CRF praised DNP’s stance of working to solve
social problems through its business activities, as well as its willingness to engage in open dialog with stakeholders regarding its
CSR management. In addition, we received advisory suggestions
from CRF as well as a third-party opinion with respect to this CSR
Report. (See page 33.)
* CRF is a private, non-profit organization dedicated to the realization of a sustainable society. It isan alliance of citizen groups working to address social problems (including NGOs and consumer
groups) as well as individual members of such organizations. With the ISO 26000 international
standard for social responsibility as a reference, CRF offers CSR Review Programs, which carryout third-party reviews of corporate activities.

CSR at DNP

8

FY2014/15 CSR Management Report
At DNP, we have established important CSR themes, which are based on a thorough analysis of the areas
most important to DNP and society.
These themes are subject to annual targets, which we strive to achieve through our day-to-day work. At theend of the business year, the CSR Committee applies the PCDA (Plan-Do-Check-Action) cycle to evaluate theyear’s outcomes and determine the next year’s targets.
Furthermore, starting in FY2013/14 (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 activities.

2014/15

Responsibility #2

Responsibility #1

CSR Theme

9

Evaluation
Targets

Target achieved or making
steady progress toward target

Mid-Range Target

Creating workplaces where a diverse
workforce can thrive
DNP engages in a wide range of efforts aimed at enabling employees to make themost of their diverse capabilities. One of these efforts is the Mentorship Program,which we launched in 2012.
In this program, female employees selected from each workplace are trained tomaster skills to become mentors, while learning management and leadership skills
from senior management, thereby achieving growth as businesspeople.
Graduates of the Mentorship Program advise junior employees, promote diversity
within their department, and drive the transformation of workplace culture.
(In FY2014/15, 27 employees completed the program, bringing the number of active
mentors to 80 in total.)

Efforts
insufficient

A participating employee (left) receives advice froma member of senior management (right)

2015/16

FY2014/15 Annual Targets

Results

Progress in relation to growth strategy
Accurate understanding of social problems, construction and implementation of strategy.

•Practice the PDCA cycle through action programs and ensure
follow-up in order to provide products and services to address
the challenges facing society and realize tomorrow’s basic, centering on the growth areas.
•Strive for accurate understanding of social problems and needs
through dialogue and collaboration with clients. Provide employee training and other activities so that the DNP workforce isgeared toward making a real contribution to society.

•With an eye to the challenges facing society, strengthened products
and services in priority market areas. Derived themes for each business area and established business plans by practicing the PDCA cycle and ensuring follow-up to create concrete action programs.
•Externally-oriented events: Next Generation Communications Fair
(once), P&I Seminars (seven times), Biz Support (internal exhibitionand consultation event; twice), and Solution Business Seminars.

•To offer products and services centered on high-growth areas tosolve society’s challenges and realize tomorrow’s basic, practicethe PDCA cycle through action programs and implement follow-up.
•To accurately grasp social challenges and needs, enhance communication and collaboration with customers and partner corporations. To develop personnel who can contribute to social development, implement training and other programs.

Create new products and services in promising
growth areas to address the challenges facing society and contribute to social development.

Develop products and businesses aimed at achieving DNP’s
growth strategy.
•Health and medical care
Develop new products and services with universities, medical
institutions, and corporate partners to contribute to progress inmedical care and consumer health maintenance.
•Environment and energy
Development and field testing of energy conservation-related
new materials.
•Comfortable living, information distribution
Develop solutions that will further contribute to urban designand smart living, strengthen marketing functions and promote
fieldwork.

•Health and medical care
•Developed and placed on the market film culture medium for convenient, effective testing for bacteria in food.
•Started full-scale production of cell-culturing equipment with a viewto commercialization of regenerative medicine.
•Made preparations ahead of the commercialization of preventive
medicine, in collaboration with universities, medical institutions, andother entities. As part of this effort, held oral health seminars in collaboration with a dental college.
•Environment and energy•Jointly developed energy conservation monitoring software to diagnose home energy use and make suggestions for greater efficiency.
•Developed energy-conserving digital signage using solar and wind
power and storage batteries. Began field testing of signage for disaster response and crime prevention applications.
•Comfortable living, information distribution•Developed smartphone navigation app providing location information even inside buildings, using beacon technology. Adopted for
the Tokyo Station Navigation Service currently under field testing.

Promote development of products and businesses to realize ourgrowth strategy.
•K nowledge and communication
Support cultural development and develop new products andservices to promote communication with consumers.
•Food and healthcare
Contribute to development of agriculture-related products andservices, advancement of medicine, and consumer health maintenance.
•Environment and energy
Develop new products and services that promote respect for
the environment and energy/resource conservation.
•Lifestyles and mobility
Develop new products and services contributing to comfortableliving and the smart society.

Establish an organization conducive to overseas expansion.

•Promotion of the building of an organizational structure based on
DNP’s new international strategy.

•Reinforced our structure for contributing to economic development in
Asia, including the establishment of a representative office in India,
while appropriately controlling risk.

•Promotion of the building of an organizational structure based on
DNP’s new international strategy.

Review management structure in line with trends ininternational human rights standards; in accordancewith that review, take various opportunities to promote understanding and compliance with such standards on the part of employees and suppliers.

•Monitor human-rights-related issues as part of our due diligence.
•Ensure employee understanding and awareness through a variety of means.

•Held hearings in three business divisions with international operations
to identify human rights risks. Prepared survey criteria to grasp situation at international business locations.
•C onducted a thorough level-based training program to convey thestatus of global human rights risk. Participants considered what actions they should take as DNP employees.

•Administer survey to grasp the situation at major international
business locations and consider risk mitigation measures.
•Conduct level-based group training, with particular focus on risk
associated with human rights issues.

Encourage diversity in employment•Continue with efforts to increase the number of women in leadership positions.
•H old normalization training and implement other measures tomaintain the percentage of the DNP workforce made up of people with disabilities above 2.0%.

•Ongoing mentoring by 67 mentors (up from 51
Activity Example 1
last fiscal year). Trained 27 additional mentors.
•Employment target for persons with disabilities not reached due tothe influence of certain factors, including organizational restructuring.

•Continue efforts to nurture female leadership.
•Achieve an employment rate of 2% for persons with disabilities
though such measures as development of job categories andnormalization training.

Enhance development of a workforce able to make acontribution to the global community.

•D evelop international Group company managers. Boost workforce development in DNP’s overseas workplaces. Promote a
global training system to enable younger employees to gain international experience.

•Held joint training with SE Asia production facility management teams.
Implemented basic cross-cultural understanding seminars for junioremployees. Selected four personnel for the global training system anddispatched them to North America and Asia.

•Continue employee training in cross-cultural understanding andrespect for diversity. Continue personnel development at international business locations. Disseminate and promote our global
training system.

Support fairtrade policies to help producers in developing nations improve their lives.

•Offer opportunities for employees to enhance their human rights
awareness through fairtrade activities. Plan and implement efforts
to promote fairtrade in collaboration with organizations promoting
fairtrade and relevant enterprises.

•During Fairtrade Month, offered cake made with certified ingredients at employee cafeterias in 27 locations. Developed a Fairtrade-certified bag andother products in collaboration with a company that promotes fairtrade, andsold the products both internally and externally. Began discussions of fairtrade promotion measures with certification organizations and companies.

•Strengthen information dissemination to support improved awareness and promotion of fairtrade. Implement new efforts throughexternal collaboration.

Contributing
to theDevelopmentof Society

Respect
for Human
DignityandDiversity

Efforts to be continued into the next fiscal
year as target not yet achieved

Activity Example 1◆Greater participation by women◆Employment for persons with disabilities◆G reater participation by contracted employees andsenior staff

Evaluation

FY2015/16 Annual Targets◆Employment of non-Japanese citizens

FY2014/15 CSR Management Report

FY2014/15 CSR Management Report10Activity Example 2

Developing multi-language information
security-related educational materials
To appropriately protect its consumer, enterprise, and internal information, DNP is working to strengthen its management and train its
employees. Starting in 2012, DNP created educational tools, which so
far have been made available in eight languages, and is using them atinternational DNP locations to bolster information security education.
In FY2014/15, DNP developed a guide and accompanying video on
dealing with computer viruses, a pressing social problem. The materials
are available in English, Simplified Chinese (China), Traditional Chinese(Taiwan), Italian, Bahasa Indonesia, Dutch, French, and Vietnamese.
DNP will further reinforce its information security structure by publishingmaterials on other topics in multiple languages.

2014/15
CSR Theme

Responsibility #2

Realizationof a SafeandVibrant
Workplace

Realizationof a‘Universal
Society’Ensuring the
Safety andQuality of Our
Products andServices

Ensuring
Information
Security

Evaluation
Targets

Target achieved or making
steady progress toward target

Efforts
insufficient

2015/16

Mid-Range Target

FY2014/15 Annual Targets

Results

Cultivate the personnel necessary to undertake the fulfillmentof our Management Concept.

•Thoroughly implement goal management and evaluation system to aligncompany and employee goals.
•Bolster management of senior staff. Promote OJT appropriate for eachbusiness environment.

•Conducted training in goal setting and evaluation; held workshops on a department basis addressing specific organizational issues.
•Reinforced management and organizational strength through training for managers
at different levels. Supported language training for departments with overseas operations; held technical seminars (eight subjects) to address workplace challenges.

•Implement goal management and evaluation system and align company/
employee goals.
•Reform organizational strength reinforcement training to realize each department’s vision. Systematize departmental education, and provide support for educational program development.

Offer workstyle innovation to enable DNP to respond swiftlyand 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, high-performance company. (Goal for average overtime: Maintain at no more than 35% of the 2008 benchmark.)•E xtend the Productive Time Resources Project for effective utilization oftime resources; pursue workstyle innovation through project promotion;equip worksites with environments and tools to facilitate flexible workstyles;
conduct employee job satisfaction surveys; implement measures to enhance work satisfaction.
•Implement welfare measures, including a review of employment rules toward enabling employees to carry out their work while providing nursing
care for family members.

•Created and promoted implementation plans for workstyle innovation in eachorganization, and monitored progress twice through the Productive Time
Resources Project. Investigated progress in innovations to job satisfaction andworkstyle, and reviewed activities based on the results. Failed to achieve goalof maintaining average overtime below 35% of 2008 benchmark.
•Reviewed work system and measures to promote employee home ownership. Heldpresentations for management on balancing work and nursing care responsibilities;
implemented measures to promote participation by male employees in child rearing.

•Continue activities in each organization based on plans to realize workstyleinnovation.
•Continue progress survey of workstyle innovation; carry out improvements
based on results.
•Promote work-life balance measures.
•Consider revision of nursing care-related systems. Maintain policies to promote balance of work and nursing care responsibilities, and participation bymale employees in child rearing.

Carry on the creation of workplace environments where employees can work with peace of mind, free from health hazards. This will be achieved based on plans to prevent work-related accidents and promote/maintain health.

•Prevent work-related accidents and reduce workplace risk through risk experience training, enhancement of safety measures including common
safety standards and safety evaluations, and boosting penetration of enhanced chemical substance management measures.
•Bolster follow-up care to employees found to have health issues, such as
through personalized health improvement programs based on physicalcheckups and other health-related information.

•Implemented safety diagnoses and safety marking, risk experience training,chemical substance management risk assessment, and other measures to mitigate risk. Reduced work accident rate by 30% relative to FY2011/12; lost time
work accident occurrence rate was 0.26.
•Extended health campaign and healthy menus to business sites throughout Japan; continued awareness promotion efforts. Progressively promoted centralized health data management. Regular physical checkup rate for employees was 99.9% (same as previous year).

•Promote new measures for health and safety education and health management/guidance; strengthen facility safety measures to eliminate machine-related accidents; strengthen management of chemical substances;improve working environment through risk assessment.
•Continue unified management of health information; implement mental
health measures; implement systematic health education.

Realize tomorrow’s basic by offering products and services
whose design makes it easier for more people to use and understand.

•Strengthen marketing from a social problem awareness standpoint.
•Promote commercial material development in conjunction with other enterprises (“open innovation”).
•Accelerate evaluation of commercialization potential in collaboration with industry, academia, and consumers.

•Established Advanced Business Center; strengthened marketing relating to solutions for social problems.
•Participated in external consortium and promoted business formation throughdomestic and international enterprises and other efforts; however, the target level
was not achieved.
•Participated in Japan Science and Technology Agency’s A-STEP (Adaptable andSeamless Technology Transfer Program through Target-Driven R&D); consideredcommercialization of universal design-related collaboration with university.

•Bolster development of products and services with universal designs
Promote internal and external collaboration to strengthen universal design
development platform. Further promote color universal design (CUD) management system certification.
•Strengthen platform for promoting universal design
Share universal design-related knowledge throughout the company.
Recommend acquisition of external certification; invite specialists to conduct in-house seminars.
•Strengthen external dissemination of CUD-related information
Strengthen external CUD dissemination through seminars and other measures.

Hold cross-sectional activity involving all DNP employees anddepartments worldwide to maintain and enhance production
quality so as to create products with the world’s highest levelsof quality and safety.

•Continue to hold Product Safety Innovation Practices Committee meetings
for packaging departments and for departments handling overseas contract production; to prevent product accidents, enhance product safety
management at the planning, design, and production stages.
•C ontinue to hold Product Innovation Practices Committee meetings domestically and internationally; enhance product quality management by applying the
PDCA cycle to work analysis, process improvement, and efficiency verification.
•Develop personnel through training efforts at the head office and each division.

•Considered and improved operational flow through Product Safety Innovation
Practices Committee (four meetings). Packaging departments continued to apply
New Design Flow and activities to prevent recurrence of quality incidents.
•Held Product Innovation Practices Committee sessions for manufacturing departments. Reviewed quality management structures and eliminated factors
contributing to human error.
•Held quality/product safety-related technical seminars (three topics, 227 attendees).

 •Continue Product Safety Innovation Practices Committee meetings; checkand improve operational flow. Improve management at each process stage(planning, design, and manufacturing) and prevent product-related accidents.
•Improve product quality management through meetings of the inter-departmental Joint Manufacturing Frontline Practices Committee.

Revamp office environments and cut back on the use of
paper*1 in order to achieve both strong information security
and efficient, highly productive work.

•Promote thin client model to enhance the security and management efficiency of personal computers used internally.
•Make multifunction devices a standard throughout the Group to enlarge thescope of use of the SSFC (Shared Security Formats Cooperation)-based*2
printing management system. In conjunction with this measure, introduce
tools to the printing management system to ensure secure digitization.
•As a measure to promote information security, we are carrying out a company-wide organization of paper-based records, with document digitizationand centralized, server-based management.

•Promoted internal PC thin client conversion (introduced 931 terminals).
•Standardized system for introduction of SSFC-based printing management systems (80 systems introduced). Made available scanning features for secure digitization.
•Created and started implementation of a plan for digitization and electronic storage of documents at all organizations.

•Continue introduction of thin client terminals to make it possible to conductbusiness securely anywhere, internally and externally.
•Improve document digitization processes by applying PDCA cycle. As partof this effort, continue introduction of SSFC-based printing management
systems.

•Establish basic information security regulations for international Group companies, and establish structures to manage the application of these regulations.

•Translated basic policies and standards as well aseight standard measures and eight educational tools
into eight languages.

•Establish Information Security Committees for international Group companies and begin security management.

*1 Reduce paper usage by creating an environment conducive to electronic communication and data storage.
*2 A system for IC card-based networking of a variety of security-related equipment.
To respond to globalization, we will apply our information security management protocol to every country in which we operate in accordance with local rules and regulations.

11

Efforts to be continued into the next fiscal
year as target not yet achieved

Educational guide dealing withcomputer viruses

FY2014/15 CSR Management Report

Evaluation

Activity Example 2

FY2015/16 Annual Targets

FY2014/15 CSR Management Report12Activity Example 3

Activity Example 4

Reevaluating the CSR Procurement Criteria compliance survey

Implementing Autonomous Corporate Ethics Training
for all domestic and international organizations

To carry out responsible procurement with consideration for society and the environment, DNP establishedthe DNP Group CSR Procurement Criteria in 2006. Since then it has continued its efforts, including monitoring
supplier compliance with the criteria. In September 2014, DNP carried out a compliance survey covering approximately 1,000 companies. The items in the survey included revised questions relating to compliance withhuman rights standards, which are of the utmost priority to society.
The revised survey questions covered human rights issues and corrupt practices and whether or not each supplier maintains a basic policy for each issue, as well as actual performance. Ahead of the survey, DNP held CSR
Procurement Presentations for major raw materials suppliers to explain its concept of CSR procurement. The
presentations reinforced DNP’s approach to suppliers and covered the latest developments relating to important issues, as well as the importance of addressing these issues across the whole supply chain. The results ofthe survey were compiled and provided to suppliers as feedback to encourage shared awareness of the issues.
Going forward, DNP will reinforce its CSR procurement-related efforts and promote responsible procurement
throughout its supply chain.

2014/15

Foundations of the Three Corporate Responsibilities

Responsibility #3

Responsibility #2*

CSR Theme

13

PromotingSocialResponsibility
through the
Supply Chain

SocialContribution
as a Good
Corporate
Citizen

Proper
DisclosureofInformation

Compliancewith the Law
and Social
EthicsDevelopmentof a System
for BusinessContinuity

Evaluation
Targets

Target achieved or making
steady progress toward target

CSR Procurement Presentation

Efforts to be continued into the next fiscal
year as target not yet achieved

It is of the utmost importance that DNP employees act fairly and impartially, and in full compliance withlaws and regulations as well as with the DNP Code of Conduct. To foster a corporate culture that reinforces this ethos, DNP holds Autonomous Corporate Ethics Training sessions annually for all of its organizations. In FY2014/15, 125 training sessions took place in Japan and at DNP locations around the globe.
These sessions are taught by top management in each organization. In their own words, senior managers
provide their employees with easily-understood explanations of the issues they see as priorities for theirorganization. The goal of this effort is to further disseminate and inculcate DNP’s corporate ethics.
DNP Indonesia, an international manufacturing location, held one such session for senior managers, presented in the local language to ensure full comprehension of the DNP Code of Conduct, DNP’s mission
and vision, risks to be aware of, and means for coping with them. Elsewhere, sessions held at DNP locations both inside and outside of Japan featured themes reflecting local conditions, and were conductedby the head of each organization.

Efforts
insufficient

Autonomous Corporate Ethics Training

2015/16

Mid-Range Target

FY2014/15 Annual Targets

Results

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

•Implement conflict minerals survey of suppliers.
•Review content of CSR Procurement Criteria compliance survey in light ofrecent social issues; review evaluation standards to appropriately evaluate
suppliers; carry out regular surveys, evaluation reviews, and on-site audits
at three major suppliers.
•Based on the results of the DNP Group Guidelines for Procurement ofPaper for Printing and Converting survey, review and implement new management method; review survey content to enhance the level of each supplier; conduct the survey regularly.
•Expand the number of suppliers to whom the CSR Procurement Criteria
apply (two departments).
•To promote the establishment of CSR activities for new subcontractors, apply continuous influence through selected themes.

•Completed supplier survey and reporting relating to conflict minerals.
•Held CSR Procurement Presentations (103 attendActivity Example 3
ees from 81 companies).
Bolstered questions in the compliance survey dealing with human rights and other issues; conducted survey (1,000 companies).
 rovided feedback to respondents on problem areas through survey evaluation review.
P•Held hearings with six paper suppliers, with topics including CSR procurement.
Revised survey items based on the results.
•Expanded applicability to suppliers for all departments. Based on characteristics
of each department’s business, identified applicable suppliers and survey items,
and carried out survey (950 companies).
•For subcontractors to whom the CSR Procurement Criteria apply, offered individual
explanations at the time of product quality patrols with selected themes, such as information security measures required for their specific business, long working hours, etc.

•Conduct and announce results of supplier survey relating to conflict minerals.
•Incorporate the latest social problems in the CSR Procurement Criteria
compliance survey and administer on a regular basis. Provide information to
suppliers to eliminate gaps between domestic and international criteria.
•Carry out Group Guidelines for Procurement of Paper for Printing andConverting survey. Based on the results, hold discussions with principal
suppliers.
•Expand the number of applicable suppliers for all departments; continue
surveys and presentations. Promote understanding and action on the partof applicable suppliers with respect to the environment and human rights.
•To promote the establishment of CSR activities for new subcontractors, apply continuous influence through selected themes.

Promote the five activity themes of the DNP Social
Contribution Activity Policy
Goals through FY2019/20
Promote programs representative of DNP: Employee participation rate of 2.5% (1,000 people) (currently 1.67%)
Promote department-specific programs: Group-wide implementation rate of 100% (currently 67%)

•To promote social contribution activities, enhance information-gathering mechanisms; build an information-sharing mechanism with international business locations.
•To enhance employee social awareness, expand volunteer programs centering on supporting recovery from the Great East Japan Earthquake andeducation for the next generation, both of which are subjects of interest forsociety; promote greater program participation by employees.
•Conduct DNP “Educational Program” classes as a project relating to the
Act on Advancement of Measures to Support Raising Next-Generation
Children; in the final year, carry out activities in three planned business locations (Hokkaido, Chubu, and Nishi Nippon).

•Confirmed issues with DNP’s information-gathering structure that need to be addressed. Carried out new reevaluation of best approach to information gatheringand sharing.
•Reviewed program content; increased number of locations and frequency, andenhanced activities, including strengthened information provision. Nine programs
were carried out with 114 participants (FY2014/15: five programs, 57 participants).
•Adding to existing locations in Tohoku and Shikoku as well as Ichigaya, Tokyo,
new locations were limited to the Chubu region. However, we completed establishing the framework for Educational Program classes over the last three years.

•Based on a system for compiling and sharing activity results, carry out internal dialog with non-implementing managers.
•Enhance employee-participation programs to promote changes in employee awareness (target: 200 employee participants).

Enhance corporate transparency and reinforce DNP’s position as a company trusted by the public by providing stakeholders with the timely, appropriate information they need.

Provide clear information necessary to understand the direction and statusof growth strategy.
•Maintain the centralization and tendering of corporate information via our
website to enhance our unified information provision. Plan and provide appropriate output to match stakeholder needs.
•To acquire consumer, social, and global perspectives, expand opportunities
for communication with consumers; concretize measures that will lead tothe characterization of social and global issues.
•Pour efforts into raising the standard of in-house media and initiatives tocross organizational boundaries, with the goal of broadening of internal
communication.

•Promoted information disclosure through a database structure, various media, and other means. Continued to provide timely information on CSR activities through our website(46 updates), and succeeded in doubling the number of visits (7,000 page views/day).
•Leveraged Communication Plaza “dot DNP” in Ichigaya, Tokyo and “CAFE Lab.” in Osaka
while providing information as appropriate. At these locations, consumers can provide direct input to DNP, and the company can enhance its communication with consumers.
•Conducted major revamp of company newsletter to better provide information
appropriately to employees. Strengthened introduction of digital signage.
•Fully implemented confidential information management to further appropriate information disclosure under the oversight of the Information Disclosure Committee. Worked toprevent inconsistent disclosure through close information sharing across departments.

•Continue systematization and enhanced communication of a range of information relating to corporate activities. Conduct optimal information dissemination and appropriately reflect input from society and consumers, to respond to the needs and expectations of domestic and international stakeholders.

Disseminate and inculcate DNP’s corporate ethics, and enhance the effectiveness of internal controls and risk management.

Review and continue to implement measures relating to risk management and corporate ethics in accordance with changes in the internal and external environment.
•Conduct Autonomous Corporate Ethics Training at all domestic and international organizations, as well as training by job level, category, and specific theme.
•The globalization of our business activities makes it incumbent upon us toobserve laws, regulations, and cultural standards in each of the countries
where we operate. For this reason, we will coordinate with each local Group
location and work to gather information relating to local conditions, as wellas promote the propagation and establishment of corporate ethics.
•At the direction of the Head Office Corporate Ethics Committee, bolster corporate
ethics activities in each organization to enrich and strengthen internal Group controls.

•Carried out Autonomous Corporate Ethics Training
Activity Example 4
for all domestic and international organizations.
Carried out other training efforts according to plan.
•Implemented risk self-evaluation at international business locations. Prior to implementation, expert opinions were incorporated to review evaluation risk items.
•Corporate Ethics Committees in each organization confirmed status of improvement for selected issues, including issues relating to internal controls.

•Continue to implement Autonomous Corporate Ethics Training and similar
efforts.
•Analyze and evaluate risks at all international DNP locations; respond torisks in coordination between international locations and headquarters departments.
•Under the direction of the Head Office Corporate Ethics Committee, further
promote efforts by each organization. Enhance and strengthen internal controls within the Group.

Strengthen the DNP Group’s ability to withstand natural disasters
Strengthen each workplace’s ability to withstand natural disasters based on the Disaster Response Work Plans andBusiness Continuity Plan.
Strengthen disaster defense measures in Ichigaya to protect
DNP’s central functions.
Establish a wide-area joint support framework for disastersituations.
Strengthen disaster damage reduction measures for information systems.

•C ontinue management of disaster response measures based on the
Disaster Response Work Plans and Business Continuity Plan; maintain andenhance the disaster response framework.
•Promote introduction of the latest disaster mitigation systems in advance ofthe completion of the Ichigaya, Tokyo redevelopment project. Completely
flatten internal networks and establish redundant circuits and communications equipment. Introduce a fixed-mobile convergence (FMC) service thatlinks cellular phones with office landlines.
•Through disaster response conferences between sites of the wide-area response network, enhance total disaster response capability.

•Promoted concrete risk mitigation activities based on plans established by each
worksite.
•Completed introduction of advanced disaster mitigation systems and FMC; implemented flat internal network according to plan. Increased utilization of DNP
Kashiwa Data Center toward strengthening of backup structure for key basic
systems.
•Continued inter-location disaster mitigation meetings, promoted further enhancement of wide-area joint support framework.

•Promote concrete, practical risk mitigation activities based on plans formulated by each organization and worksite.
•Complete implementation of redundant flat internal network; introduce FMC
progressively.
•Promote implementation of redundant structure for key systems at DNPKashiwa Data Center and the Ichigaya, Tokyo core site; strengthen backup
structure.
•Through disaster response conferences among sites of the wide-area response network, develop and enhance total disaster response capability.

Evaluation

FY2015/16 Annual Targets* For details on environmental conservation and the realization of a sustainable society see page 27.
FY2014/15 CSR Management Report

FY2014/15 CSR Management Report14Special
Feature“Today’s Innovation is Tomorrow’s Basic”

We are now witnessing a shift toward both a highly-networked information society and ultra-aged society. At the sametime, there are increasing calls for a move to a sustainable society that accepts diversity. These changes are ongoingaround the world, and there are numerous challenges waiting to be solved.
People seek deeper communication, but with protection for their valuable information. They want to keep their food supply
safe. They want secure energy supplies without great harm to the environment, and enriched education for the next
generation. They want healthy lifestyles and easy access to advanced health care. They want to live comfortably in safe
living spaces. DNP believes there are many things it can do to help meet these basic human needs.
DNP adopts a consumer standpoint to identify challenges in need of solutions. It then leverages its strengths,
starting with its advanced printing and information technologies, to create and deliver new value.
To focus and enhance our value creation efforts, we have established four principal growth areas:
Knowledge and Communication, Food and Healthcare, Environment and Energy, andLifestyle and Mobility. We will channel our development of new products and services
into these four areas and seek to enhance our corporate value through the creationof new business models and infrastructure. Doing so will enable us to fulfill our
mission as an enterprise and make broad contributions to society.

Knowledge
andCommunication

Food
and
Healthcare

The special feature for this year’s report focuses on ongoing
efforts in two businesses—Educational ICT and Life
Science—chosen from within the aforementioned
growth areas.

This domain encompasses technologies, products, and services that enable safe,
reliable information transmission to support lifestyles and culture in the highlynetworked information society.
DNP manufactures information media and is involved in two-way transmission
systems to make information easier to access and use. We offer information platforms
that enable users to exchange the information they want, when they want it, and intheir format of choice.
Educational ICT Business Page 17

In the super-aged society, people are becoming increasingly aware of the importanceof safe, high-quality lifestyles and lifelong health maintenance.
In addition to its existing food packaging products, DNP is expanding into agriculture
as well as health and medicine, offering materials with advanced capabilities. We arealso utilizing our information platforms to enter such business arenas as preventive
medicine grounded in data analysis.

Life Science Business Page 19

Four Growth
Areas

DNP Strengths

Knowledge
andCommunication
Food
andHealthcare

Environment
andEnergySocial Challenges

15

Special Feature

LifestyleandMobility

Environment
andEnergyAiming for economic growth in conjunction with environmental preservation has
become a global challenge.
New solutions are required, with the development of environmentally conscious
products that take into account the need for resource and energy conservation andrecycling, and in such fields as energy management for smart cities.
DNP is promoting the development of high-value-added services. For example, weoffer packages of services to preserve the environment, highly functional products
such as lighting film and light control film, and town management- and energy
business-oriented services.

LifestyleandMobility

Modern society is marked by the increasing diversification of people’s sense of value
and the search for personalized spaces. People are becoming increasingly
sophisticated in their search for greater comfort.
DNP aims to grow its business to service all aspects of the smart society using
information platforms. Our strengths include advanced materials for residences, motor
vehicles, and wearable devices, as well as sensors for the “Internet of Things.”

Special Feature

16

Special
Feature“Today’s Innovation is Tomorrow’s Basic”

01

Educational ICT Business“Education is one of the blessings of life—and one of its necessities.”
These words were spoken by then-17-year-old Malala Yousafzai of Pakistan in her
2014 Nobel Peace Prize acceptance speech.
It would not be an overstatement to say that a quality education for everyone is afundamental prerequisite to solving the challenges facing society.
Throughout its history, DNP has supported the broad dissemination of knowledge
through its printing activities. Now we are engaged in a wide range of activities utilizing our
information and communications technology (ICT) to support higher quality of education inschools and other institutes, which are a central arena for knowledge creation and cultivation.

Solutions combining the merits of both digital and analog formats arefundamental to our educational ICT business.
A sea change is taking place in Japanese education, with a shift from cramming student’s
heads with knowledge and pitting them against each other on tests, to nurturing life skills
through the capacity to think more deeply, make judgments, express themselves, andcommunicate. In the same spirit, the Ministry of Education, Culture, Sports, Science andTechnology is also leading a review of Japan’s university entrance examination system with aneye to instituting reforms. Nurturing students’ life skills requires a combination of conventional
educational expertise with new learning styles (including group learning, individual study, andcooperative learning). Education utilizing ICT is effective in realizing this goal, and its
application in primary and secondary education is just beginning. Incorporating digital
Naohiko Sugimototechnology into the learning process makes it easy to visually represent and share information,
Corporate Officer
and has been proven to effectively enhance students’ capacity for thinking and practical problem-solving. Moreover, theuse of digital terminals in learning enables the collection of large volumes of data on learning outcomes. This data can beanalyzed to identify factors that hamper children’s learning and uncover problems that previously were difficult for
educators to recognize, making it possible to provide students with more meticulous support. At the same time, it isimportant to retain the analog dimension of learning, which offers unique pleasures and joy: the feel of pencil and paper,and the sense of achievement and fun of real-life experience that come from creating something with a concrete form.
Since its founding, DNP has been deeply involved with paper, yet has also promoted the digitalization of information.
Through unique solutions that create synergy between the analog and digital domains, we are expanding the possibilities
of school education and contributing to the cultivation of students’ life skills.
In addition, the unification of digital and analog can form useful links between schools, communities, and families. Bybuilding rich educational environments linking a variety of contexts, DNP is fulfilling the desire for learning, in everyone fromyoung children to seniors.

The Three Areas of DNP’s Educational ICT Business
Study Environment Solutions
New ICT learning software unifies analog
and digital content

Educational Information
Support Solutions

Educational Content Solutions

Systems to support the teaching frontline andpromote more efficient school administration
and academic affairs

Educational materials suitable for a wide rangeof learning styles, including group learning,
individual study, and cooperative learning

DNP's History
in Educational ICT

2008
Developed andlaunched field testing ofclassroom support
systems for elementaryand junior high schools

17

Special Feature

2011Entered into a comprehensive agreement with Chiba
University regarding theHybrid Educational Materials
Research Project, aimed atuniversities

2013
Developed tablet-compatible
digital pen lesson support
system for elementary, juniorhigh school, and high school
students
Began field research fortablet-based digital textbook andlearning materials system forelementary schools

2014
Began field research fortablet-compatible digital
pen lesson support
system for elementary,junior high school, andhigh school students in
30 local municipalities
Began field research fortablet-based digital textbook
and learning materials
system for high schools

Developed Tablet-based Digital Classroom Test System
We are providing detailed guidance for precise measurement ofstudent comprehension through frequent small tests.
Most short tests used on a daily basis to test student understanding are
created by instructors in Microsoft Word. DNP noticed this andcollaborated with Microsoft Japan to develop a system that converts
drills created in Word to a digital format, enabling students to take tests
on a tablet. Started from March 2015, multiple municipal governments
and schools began adopting this system. Conducting drills (multiple
choice as well as written response) with tablets allows easy compilationof test results and enables instructors to better understand theirstudents’ level of comprehension and provide more detailed guidance.
For example, now instructors can grasp, as well as analyze trends for, thethinking processes students use to arrive at their answers. Student
answers can also be projected on an electronic blackboard or otherdisplay to facilitate group learning.
Going forward, DNP will endeavor to popularize the use of digital testingin the classroom, using the widely-adopted Windows environment. We
will also develop the new teaching materials needed for this educationalsetting, and build a structure to offer materials designed for individuallevels of understanding.

Students can complete paper tests using
digital pens, allowing test data to be collected
through the tablet

The thinking processes that students use toanswer questions reveal learning issues thatneed to be addressed*This system has been developed in conjuction with Zetta Linx Inc.

Future Prospects
DNP will offer a range of useful services for thefrontline of education, beginning with developmentof group learning materials utilizing ICT.

2015
Developed group study
materials with gameelements for elementaryand junior high school
students in collaboration
with Chiba University

Nurturing of children’s life skills in a changing world is increasingly regarded as a priority, andeducators are taking a fresh look at the most efficient ways to conduct lessons in classrooms,
which are the frontline of group education. DNP’s “gamified” study materials, developed jointlywith Chiba University, are one new approach. Making learning fun encourages greater
spontaneous participation in lesson activities and more active exchange of opinions withclassmates. In addition, the new materials give instructors more contact time with students.
DNP offers a wide range of other new learning styles, including art education leveraging DNP’sjoint project with the Louvre Museum, and a joint hands-on learning system that is suitable, forexample, for school events, to encourage students to express themselves.
DNP maintains active collaboration with external partners involved in education. These partners
include elementary, junior high, and high schools, universities, libraries, and regional library
distribution centers with achievements in education. Partners also include our group companies
such as Maruzen and Kyoiku Shuppan, as well as our affiliate company, Nihon Unisys. These
extremely numerous and highly diverse partnerships afford DNP the opportunity to provide
support in a wide variety of educational contexts. We are considering future adaptation of
educational materials and systems into other languages, with particular focus on languages ofdeveloping countries where creating educational infrastructure is a pressing issue.

Stakeholder's VoiceB

ased on the gamification concept, which presents reality in a game-like format, we are conducting joint R&D
with DNP on new educational materials and class programs. Our aim is to enable schools nationwide toroutinely offer classes that draw students’ interest and encourage them to study collaboratively by making learning
more pleasurable, without increasing the burden on instructors.

Daisuke Fujikawa

Professor and Vice-Dean, Faculty of Education, Chiba University

Special Feature

18Special
Feature“Today’s Innovation is Tomorrow’s Basic”

02

Life Science Business

Medical Image Processing

The Five Areas of DNP’s Life Science Business
MedicalSupplies

Medical Image
Processing

Active Pharmaceutical
Ingredients

Preventive
Medicine

Regenerative
Medicine

Packaging materials forpharmaceutical and medical
equipment, materials for advanced
medicine and specialized care

PACS business, image analysis
to support diagnosis

Generic pharmaceutical raw
materials, pharmaceuticalintermediates

Personal health maintenanceservice, consumer healthsupport

Joint research with universities
and medical institutions, cell
quality management

DNP aims to leverage its proprietary core technologies to enter the fields ofadvanced medicine, starting with medical supplies.
Life science is a new business area for DNP. However, our involvement in the field started around ten years ago, with thedispatch of researchers to university hospitals working on advanced research topics such as regenerative medicine. At
the time, many thought it unusual for a printing company to be engaging in medical research. However, regenerative
medicine involves extensive work with living cells, which in turn requires specialized culture
vessels capable of growing a variety of cells uniformly, or in specific patterns; it is sometimes
also necessary to separate the cultured cell sheet from the vessel. DNP realized that its
accumulated surface processing and microfabrication technologies positioned it to meet theculturing equipment needs of university hospital researchers. Regenerative medicine is now
poised to advance from the research stage to commercialization. DNP is collaborating withpioneering university hospitals and enterprises with an eye toward entry not only into the
medical supplies field, but the field of regenerative medicine itself. Moreover, cell quality
management is a central element in the cell culturing process. DNP believes that withimprovements to its accumulated image processing technology, it may be able to makeToshiki Sugimoto
contributions to the structuring of safe culturing processes that do not require visual
Senior Corporate Officer
inspection.

DNP's History
in Life Science

2004
Entry into the life
science arena
Successfully imaged capillary
vessel patterns in collaboration
with Tokyo Medical and Dental
University

2008

2012

Medical Supplies

Medical Image
Processing

Launched CytoGraph, theworld’s first commercial
culturing substrate allowing
cell culturing to specified
shapes and sizes

3D MRI image analysis
conducted with Tokyo
Medical and Dental
University revealed thecause of pathologic myopia

2013
Active Pharmaceutical
Ingredients
Full-scale production ofpharmaceutical raw materials
launched at Utsunomiya Plant

2014

Preventive Medicine
With Mitsubishi Chemical
Holdings Group, began
field testing of a blood
testing service

19

Special Feature

CytoGraph

Left: Normal
Right: Pathologic myopia

Recent years have seen a proliferation of digital diagnostic imaging equipment in hospitals, including
digital X-ray photography and CT and MRI scanning equipment. Image data is stored and madeavailable to different medical departments for reference using medical picture archiving andcommunication systems (PACS). In December 2014, DNP entered into an agreement with PSP
Corporation to produce and market its own
PACS for medical use.
CT
With its accumulated image processing
technology as a base, DNP has developed
MammoMRI
graphyan original tablet device capable of natural,easy-to-see color reproduction, as well as
PACSfish-eye monitoring cameras equipped with
(Picture Archiving andimage correction. In the field of medicine,Communication System)
DNP has worked to develop image processRadioing technology to enable diagnosis ofgraphydiseases of the eye from MRI images. Withfurther extension of this technology, it may be
Database Viewers
possible to provide PACS with features to
Image
support image diagnosis, enabling detection
files
Endoof such diseases as breast cancer. In
Diagnostic
scopy
addition, DNP will collaborate with PSP
reports
Corporation in the development of systems
linking regional hospitals and clinics that willallow referral for remote inspection andRemotediagnosis of medical images by specialist
diagnostic
Radiation
physicians.
imaging server
diagnosticians

2015

Future Prospects
DNP will emphasize preventive medicine,the foundation of long-term health maintenance.

Regenerative Medicine
Began production of cellsheet culture dishCell sheet for regenerative medicine

Japan currently boasts the highest longevity rates in the world, but average life span is not simply
getting longer. People are becoming increasingly conscious of the importance of healthy longevity—astate of good health and independence, rather than dependence on nursing care or being bedridden.
The Japan Revitalization Strategy issued in June 2013 by the Abe Administration also lists extending
healthy life expectancy as one of its themes.
DNP aims to help people lead healthy lives. This could mean facilitating personal health managementby making it possible for consumers to check their health status at home, at a nearby pharmacy, or atsome other convenient location. Another possibility would be preventive medicine schemes thatwould, for example, allow tracking of health status throughout an individual’s life. Schemes undercurrent development include an in-home oral health diagnostic service in collaboration with auniversity hospital, and personal health management structures in collaboration with enterprises andpharmacy chains with an interest in preventive medicine.

Stakeholder's VoiceDNP Fine Chemicals Utsunomiya

In-pharmacy
blood testing service

Medical Supplies
Capillary vessel pattern

DNP is entering the medical image processing field, which facilitates
the identification and early treatment of disease.

Commercializationof Regenerative
Medicine

Maintaining life and health is the desire of all humankind, and research in
the field of life science continues to make progress with each passing day.
At the same time, there remains much to be discovered concerning the nature of thehuman body’s estimated 60 trillion cells, and the mechanisms of many diseases.
Further medical science research and the development of advanced treatment technologies
are critical to providing people with enhanced quality of life.
By identifying the needs of advanced medical research entities and enterprises and building
collaborative relationships, DNP is aiming for full-scale commercialization of the life science field.
By adding such new technologies as biotech to our accumulated proprietary core printing
technologies, we are spearheading five new business areas in the life science domain andcontributing to a better quality of life.

Concluded agreement with partner enterprise relating to
PACS business in the medical field

Launched embryo culture dishfor fertility clinics

Personal health checkups are important for disease prevention, and the low percentage of people undergoingsuch checkups is a challenge for society. In response, Mitsubishi Chemical Holdings Group is promoting
Jibun Karada Club, a service that enables consumers to conveniently undergo blood testing at pharmacies, and
DNP is facilitating this effort. We look forward to drawing on DNP’s planning and development strengths as wemove toward commercializing a health management platform by further extending this service.

Seiichi Kiso

Embryo culture dishPresident and CEO, Life Science Institute, Inc., Mitsubishi Chemical Holdings GroupSpecial Feature

20❶ Overseas CSR Initiatives

Annual CSR Topics❶ Overseas CSR Initiatives

Key to Global Expansion Participation in social infrastructure projects

It goes without saying that Japan is not the only nation grappling with social challenges.
Some of these challenges are global, while others are unique to specific countries or regions.
At the same time, while the challenge may be the same, whether it involves the environment, energy,
medicine, education, food, transport infrastructure, or living space, it is also true that differencesin local history, culture, climate, the economy, and other factors may affect the severity of thechallenge, the types of responses required, and how the challenge is regarded.
DNP’s business activities span the globe, from raw material procurement and manufacturing to
distribution and sales.
We therefore take a global view of the challenges facing society, and we believe it behooves us toaddress these challenges in ways that reflect the conditions and culture of each country and region.
Through local business activities in coordination with its global supply chain, DNP is leveraging its
unique strengths to offer significant value that contributes to the solution of social challenges.

Case Study 1—Promoting Smart Card Use in Vietnam
Contributing to better living in emerging nations by applying technology and expertise accumulated in Japan

Developing social infrastructure,
the foundation for growth toward
national affluence
Most emerging and developing countries in Southeast Asia face major challenges in developing social infrastructure. Vietnam, which is steadily growing
economically, is one example. The nation’s capital, Hanoi, and its major metropolis, Ho Chi Minh City, are undergoing rapid motorization. Transport ischanging progressively from bicycles to motorbikes to automobiles. To alleviate
the congestion and air pollution that accompanies the increasing number of
automobiles, the introduction and promotion of public rail and bus transportation is a must. However, Hanoi and Ho Chi Minh City have urban functions
concentrated in restricted areas. If public transportation is to adequately serve
the population, large numbers of riders must be able to board and disembark
quickly. DNP’s smart card technology, which offers high precision and processing capability as well as superior information security, is well-positioned tomeet the needs of Vietnamese society in this area.
Starting with applications in public transport infrastructure, DNP technology
and expertise accumulated in Japan is ready to play a role in countries and regions pursuing development in a wide variety of applications. In this way, DNP
technology can serve as a foundation for better living.

Smart cards

There is no “final goal” for the social infrastructure that supports national economic activity, such as transportation
and banking systems. Since such systems must not be interrupted once they begin functioning, they must be provided reliably, with continuing support based on a premise of future continuity.
DNP believes it has a social responsibility, with respect to its global business, to support the operation of infrastructure businesses as long-term projects that do not end with temporary provision of products and services.
Furthermore, since it would be inefficient and time-consuming for DNP to attempt to meet social challenges in countries and regionswith diverse cultures and natural environments, we must partner with companies that have local roots. It is also necessary to build
relationships of trust with our partners based on study of each other’s good points, rather than one-sidedly providing technology andexpertise. Deeper understanding enabled by technology, as well as trust and bilateral partnership, are important keys that greatly affectthe success of foreign infrastructure projects.

We are building a good partnership based on mutual
understanding through our business and capital tie-up
with MK Smart of Vietnam.
In March 2014, DNP established a business and capital tie-up with MK
Smart Joint Stock Company (MKS), a major Vietnam-based manufacturer
and marketer of cards and business forms. MKS is the only Vietnamesecompany authorized to manufacture and issue international-brand credit
cards, and is a leading manufacturer of smart cards for such applications
as banking and telecommunications.
This tie-up between DNP, the smart card leader in Japan, and MKS will
enable DNP to contribute to the popularization of public transit, which is asocial challenge in Vietnam.
Starting from around 2010, ahead of the tie-up, engineers from DNP and
MKS began collaboration and exchange. We are building a good partnership based on mutual understanding and shared views, thanks to similar
mentalities prevailing on both parties’ manufacturing and R&D frontlines.
Our engineers were also deeply impressed by the dedication and commitment to technical excellence MKS displayed in taking technology provided
by DNP and working to improve it further.
Going forward, DNP will support the standardization of Vietnam’s domestic
systems through the use of smart cards in banking and other fields. We will
also contribute to the development of social infrastructure by meeting demand for smart cards in Southeast Asia, which is being driven by such factors as rising demand for credit cards and various types of prepaid cards.

MK Smart Joint Stock Company

Exchange between engineers

Stakeholder's VoiceM

K Smart and DNP have formed a new partnership based on mutual respect. This makes
me very happy. Through our collaboration and improvement made by learning from eachother, we have succeeded in greatly enhancing the quality of MK Smart’s products. The government of Vietnam is promoting the development of technologies to enrich people’s lives andraise the quality of public services. MK Smart is contributing to this effort by offering innovative
smart card technology for a variety of business fields in Vietnam, including finance, telecommunications, and distribution. Our tie-up with DNP involves more than just technology exchange. By
forming a strategic partnership, we hope to contribute to enhancing people’s lives in both Japan
and Vietnam. In addition, we believe that mutually enhancing our enterprise value will enable us
to reinforce our position in foreign markets, beginning with Southeast Asia. A true partnershipis all about mutual trust, and this perfectly describes the partnership between MK Smart and
DNP. We help and trust each other like brothers—we make a great unified team! For our mutual
success, I believe we need to continue sharing knowledge and working diligently, thus further
deepening our relationship.

Nguyen Trong Khang
President
MK Smart Joint Stock Company

The streets of Ho Chi Minh City are always thronged with traffic

21

Annual CSR Topics

Annual CSR Topics

22❶ Overseas CSR Initiatives

Case Study 2—Business Expansion at DNP Photomask Europe

By valuing TAIWA with employees and sharing our vision,
we enhance motivation and stimulate the organization.

A local enterprise with employee solidarity, pursuing sustainable local growth

Contributing to the local community
with personnel development and respect
for the environment
The global semiconductor market grows larger every year. However, intensifying
competition and changing customer requirements are creating a difficult market
environment. Thus it is more important than ever that we reform our businessto meet customer needs, and promote organizational improvements to create afoundation for sustainable growth.
DNP Photomask Europe (DPE) is a Group company that manufactures semiconductor photomasks.* In 2002, DPE concluded an agreement with STMicroelectronics (STM), a semiconductor manufacturer with one of the world’s largest
market shares, to establish an advanced photomask production plant in Agrate
Brianza, about 20 kilometers northeast of Milan. This facility has maintained
stable production and operates as a local enterprise with roots in the region. Despite the challenging business climate in recent years, DPE has worked to develop its employees and enhance the work environment. By maintaining employee
motivation at a high level and sharing goal awareness, DPE has posted majorachievements in meeting market requirements and ensuring product quality.
Furthermore, the Agrate Plant is environmentally friendly, recycling water, conserving energy, and reducing waste emissions. The plant aims for steady growth
while acting as a good neighbor to the local community.

As market competition continues to heat up, DPE is redoubling its efforts to activate its
personnel and organization, which form the basis of its competitive advantage. In 2012,
Antonella Perfetto, who previously managed human resources at a global corporation,joined DPE to thoroughly revamp the company’s personnel assessment system. In addition to promoting reforms in DPE’s personnel evaluation and compensation standards,
she began building a DPE leadership model. Perfetto emphasizes TAIWA with employees,
and by helping them pinpoint areas needed improvement, gaining their understanding of
the means to realize those improvements, providing appropriate training, and promoting
close sharing of information, she has succeeded in sharing DPE’s vision with them. This
has in turn inspired them to understand what they should do to help DPE reach its goals
while maintaining a positive stance toward their jobs. At the same time, a structure has
been established for proper evaluation of employee growth.
Reevaluating the current business model and shifting to a sustainable, flexible, and robustmodel will require a changed outlook, modified action, and new standards of value. By
striving to incorporate a global outlook and way to thinking, DPE is successfully bolstering
its personnel and organization.

DATA“I feel my job is rewarding and fulfilling.”
From DPE employee survey on autonomous
workstyles, conducted in March 2015

Strongly disagree /Disagree

13%

Neither
agree nordisagree

12%

Agree /
Strongly agree

Advanced photomasks manufactured by DPE* Patterned plates used in the fabrication of semiconductor circuits. Minute circuit patterns are drawn on a glass substrate.

Key to Global Expansion

Antonella Perfetto
Human Resource Manager
DNP Photomask Europe

75%

Development and effective utilization of local
personnel is helping to solve societal issues

If a Japanese enterprise is to succeed in international business activities that are rooted in the local communities in which
they are conducted, it is important to involve local people and work with them in addressing challenges. For example, theadvanced economies of Europe have a high level of awareness of human rights and labor issues. Maintenance of healthy labor
environments, local hiring, and effective utilization of local personnel are regarded as important corporate responsibilities.
DPE has had a presence in Italy for more than a decade and its operations there have established themselves as a locally
based enterprise. The most important result has been that employees share the DNP Group Vision and are committed tooffering value to society. The semiconductor industry is one of rapid change, and the fact that every one of DPE’s employees is able to face suchchange without losing their morale and passion for the job is proof of their commitment to that vision. Technology and products are both createdby people, and without employees constantly demonstrating their potential, sustainable growth cannot take place. DPE also believes that native,
well-trained personnel are the foundation needed to address challenges, such as environmental preservation, which must be considered from a
global perspective.

Employees deepened their ties at this event held in October 2013 to celebrate ten years of operation

Achieving world-class quality while reducing
environmental impact.
Large volumes of deionized water are used during the washing stage in photomask production. DPE’s environmental efforts center on efficient use of water resources and measures to prevent global warming. In 2014, DPE restricted water use in line with the Grouptarget of reducing water use by 1% annually on a per-unit basis. In addition, DPE is collaborating with STM to devise measures for efficient wastewater use.
DPE’s efforts to reduce greenhouse gas emissions include replacement of conventional
lighting sources with high-efficiency alternatives. As a result, DPE’s FY2014/15 energy
consumption was 13.1% lower than that of FY2012/13. In restricting its use of volatileorganic compounds and discharge of waste, DPE is achieving one of the highest levelsof environmental performance among the DNP Group’s international entities. It also aims
to meet global quality standards for materials procured while minimizing impact on theenvironment during the procurement process, and by sharing goals with its supply chain,
it is managing its procurement strictly and appropriately.

DATA
FY2014/15
energy consumption reduced by

13.1%(Compared to FY2012/13)

DNP’s Voice“Think Globally, Act Locally”—this is the principle I follow whether working in or outside Japan. DPE rapidly
converts our semiconductor design data into zero-defect photomasks using nanometer-level microfabrication technology, and thus we are supporting our customers’ global competitiveness through locally conductedmanufacturing. Now we are accelerating our transition from a business model centered on the provision ofadvanced commodities to special partners, to a sustainable model that meets the broad needs of the European
market. In this way, we will create new value in accordance with our ideal, “Today’s innovation is tomorrow’s
basic,” and continue contributing to the local community. We refer to this process as an evolutionary shift fromclimbing to walking.

23

Annual CSR Topics

Tatsuya Tomita
President
DNP Photomask Europe

Annual CSR Topics

24❷ Environmental Activities

Annual CSR Topics❷ Environmental Activities

We publish details of ourenvironmental activities on our website.
DNP Group Environmental Report 2015
(PDF)

DNP promotes environmental impact reduction throughout product lifecycles

http://www.dnp.co.jp/eng/csr/

Development and Sale of Environmentally
Conscious Products and Services

All forms of life, including human beings, depend on a healthy naturalenvironment for continued viability.
DNP’s business activities benefit directly from the natural world innumerous ways. For example, many of our manufacturing processes
require procurement of forest resources and the use of water and energy.
To find ways to coexist with the global environment and engage insustainable business activities, DNP promotes ongoing reduction ofenvironmental impact in all aspects of our activities, from raw material
procurement, through to use and disposal as waste.

DNP believes it is our responsibility as a manufacturing enterprise to engage inenvironmentally conscious manufacturing and offer environmentally conscious
products and services.
In FY2012/13, DNP updated its Environmentally Conscious Products and Services
Development Guidelines, which it began using in 2000. The revised guidelines
include making environmental impact visible, consideration for biodiversity, andother environmental challenges that require increased efforts to address. They
also expanded the definition of environmentally conscious products. DNP willcontinue to take a comprehensive view toward reducing its environmental impact
throughout the product lifecycle, and promote higher value-added manufacturing.

DATA
FY2014/15
Sales of environmentally conscious
products and services¥478.8 billion(FY2015/16 target achieved ahead of schedule)

We are working to reduce our environmental impact throughout our supply chain.

Product
designWeight/volume reduction

84.4%

NP clearly communicates the impact of its activities on climate change, and has a deep understanding of the influence of climate change on its business. CDP has furthermore designated
DNP as a sector leader because of its adherence to the CDP Forests Program international standards.
DNP is the only Japanese enterprise to be so designated. CDP evaluates DNP highly because of its comprehensive risk assessments, its published goals, and its close collaboration with its extensive supply chain.

Annual CSR Topics•Elio high-reflection
light diffusers

Use

proinget
dia cessemInter proDNP developed and marketed film culture medium for bacterial testing, the use of which
reduces waste and GHG emissions.

CDP has designated Dai Nippon Printing Co., Ltd. as a
Climate Performance Leader.

25•Beverage containers filledwith sterile filling system

Energy conservation•Green electric power(FY2012/13: approx. 70%)

Stakeholder's VoiceD

Appropriate recyclabilityglin

Responsibly-managed forest paper
procurement rate

•Refill pouches

yc

DATA

Water consumption reduction
GHG emissions reduction

Reuse

r ec

In FY2014/15, we compiled and analyzed the results of the survey conducted the previous
year to gauge supplier progress in complying with our Guidelines for Procurement of Paper for Printing and Converting. We also held meetings with six of our principal suppliers
to exchange opinions, confirm current status, and undertake improvements. All six suppliers presented clear policies for raw material procurement and adherence to traceability,
demonstrating that they are implementing paper procurement management structures.
At the same time, by further sharing information from the beginning of the supply chain all
the way downstream to end users, and working to harmonize outlooks with our suppliers,
we were able to take our environmental impact reduction to the next level.
Going forward, we will implement responsible paper procurement throughout the supply
chain to further contribute to biodiversity preservation.

•Color filters•Sublimation transfer printers

Greenhouse gas (GHG)
emissions reduction

Pm

2015
Carried out second survey (revised)
Expanded opinion exchange meetings•Laminated barrier cartonsHarmful substance reduction(manufacturing processes)

DN

2014
Compiled and analyzed survey data
Held opinion exchange meetings with principal suppliers

Easily-recycled single
materials (eliminationof aluminum use)

du
ct

2013
Carried out suppliersurvey on six topics

Reducing environmental burden
through out the lifecycle ofproducts and services

Waste disposal and2012
Established Guidelines for Procurementof Paper for Printing and Converting

R
pr a
o

•Bioplastics•Recycled paper•FSC-certified paperial
ter ntma me
w cureEcosystems support abundant biodiversity by offering numerous “ecosystem services” such as resources. These “services” play a critical role in DNP’s continued business activities, and we regard raw material procurement, which has a major impact on
biodiversity and ecosystems, as a critical theme. Our efforts to reduce the impact ofprocuring one of our principal raw materials—paper—reflect this conviction. We are committed to the conservation of forest resources and effective use of raw materials. To thisend, we actively encourage customers to use products made using timber from thinned
trees and FSC-certified paper. In addition, starting from 2012, in collaboration with suppliers including paper manufacturers and paper sales companies, we have been active topromote sharing of the procurement policies in our Guidelines for Procurement of Paper
for Printing and Converting, to ensure traceability and increase the proportion of paper
manufactured from responsibly-managed forests.

Sustainable
raw materials

anufacturing

Biodiversity Preservation Efforts

Michiyo Morisawa
Director
CDP Japan

DNP has developed a film culture medium for the detection of microorganism contamination in food, and launched the product in September 2014. This preconditioned film canreplace conventional Petri dish culture methods using agar.
Conventional agar culturing is relatively labor-intensive, and requires preparation of thepowdered media as well as pre-sterilization. Moreover, after use, the Petri dish must be
sterilized for safe disposal. DNP’s new film culture medium makes culturing more efficientand reduces waste volume by around 95%.
In addition, the product requires no culture media preparation, resulting in lower energy
consumption. As a result, GHG emissions are approximately 56% lower compared toconventional culturing using agar.

Approximately 95% less volume (film culture atright) than conventional Petri dishes

Annual CSR Topics

26

❷ Environmental Activities

Achievements in FY2014/15

Evaluation Targets

In FY2014/15, DNP established a FY2030/31 target for greenhouse gas emission reductionin addition to its existing FY2020/21 target. This reflects DNP’s commitment to combat
global warming based on a long-term perspective.
Target: Reduce greenhouse gas emissions by 20% worldwide compared to
FY2005/06 by FY2030/31.

Theme

Goals for FY2015/16

Global warming
prevention

Reduce greenhouse gas emissions by 10%
worldwide compared to FY2005/06 by
FY2020/21.

Reduction ofenvironmental
impact incurred
during transport

Reduce per-unit fuel use for transport (amountof fuel used/sales) by 1% per annum and 10%
by FY2020/21 compared to FY2010/11.

Reduce emissions of VOCs (except formethane) by 20% compared to FY2010/11 by
FY2015/16.

VOCs

Reduction ofindustrial waste

Comply with local laws and regulations andintroduce technology and other measures toreduce, as much as practical, VOC emissions
at our international business sites.
Reduce per-unit waste emissions (waste
emissions/production) by 15% from FY2010/11
by FY2015/16.

Achieve zero emissions for the entire DNPGroup by FY2015/16.

Reduction ofwater usage
Development andsales ofenvironmentallyconscious
products andservices

Reduce per-unit water use by 1% worldwide by
FY2015/16.

Development and sales of environmentallyconscious products and services to achieve
400 billion yen by FY2015/16.

Increase the rate of products purchased
according to the DNP green purchasing
standards to 50% by FY2015/16.

Green purchasing

Environmental
conservation

Officeenvironment

Increase the purchase rate of environmentallycertified products, such as those labeled with
the Eco-Mark, of the total supplies (officesupplies and equipment) to 85% by FY2015/16.

◎Target exceeded by a wide margin○Target achieved or making steady progress towardtarget△ Making active efforts but target not achieved
× Efforts insufficient

FY2014/15 progress
FY2005/06 emissions:1.120 million tons

Evaluation
8.2% decrease
over
FY2005/06◎

5.6% decrease
overFY2010/11○

29.3% decrease
overFY2010/11◎

Began installation of solvent recovery equipment
at DNP Indonesia○

FY2014/15 emissions:
1.028 million tons
FY2010/11 per-unit:
1.61 kl/100 million yen
FY2014/15 per-unit:
1.52 kl/100 million yen
FY2010/11 emissions:
6,729 tons
FY2014/15 emissions:
4,757 tons

FY2010/11 per-unit:
0.424 tons/10 million yen
FY2014/15 per-unit:
0.347 tons/10 million yen
FY2013/14 landfill waste rate:
0.14%
FY2014/15 landfill waste rate:
0.06%
FY2013/14 per-unit use:
10.0 m3/million yen
FY2014/15 per-unit use:
9.4 m3/million yen
FY2013/14 total sales:
369.8 billion yen

FY2014/15 total sales:
478.8 billion yen
FY2013/14 green purchasing
ratio, raw materials: 47.4%
FY2014/15 green purchasing
ratio, raw materials: 48.2%
FY2013/14 green purchasing
ratio, processed materials:
72.5%
FY2014/15 green purchasing
ratio, processed materials:
77.5%

18% decrease
overFY2010/11◎

0.08 point
decrease over
FY2013/14◎

6.0% decrease◎

29.5% increase
overFY2013/14◎

0.8 point
increase over
FY2013/14○

5.0 point
increase over
FY2013/14○

Maintain the maximum concentration of air
emissions subject to emissions regulations at
70% of the required standard or less.

FY2014/15 target (company standard)achievement rate: 99%○

Maintain the maximum concentration of water
emissions subject to emissions regulations at
70% of the required standard or less.

FY2014/15 target (company standard)achievement rate: 98%○

Maintain the maximum concentration of odors
at our site perimeters at 70% of the required
standard or less.

FY2014/15 target (company standard)achievement rate: 98%○

Maintain the maximum level of noise at our site
perimeters at 70% of the required standard or
less.

FY2014/15 target (company standard)achievement rate: 95%○

Maintain the maximum level of vibration at oursite perimeters at 70% of the required standard
or less.

FY2014/15 target (company standard)achievement rate: 100%○

Increase the rate of the fractional recovery of
waste paper to more than 70% of that for
general waste.

FY2014/15 recovery of waste paper: 81%◎

Considering the Future of the Earth
Keeping the global environment sustainable and comfortable to live in is a major challenge for both present and future
humankind. To meet this challenge, DNP has pursued development of environmentally conscious products, as well as arange of environmental preservation activities, at its domestic and international business locations. The environment continues to deteriorate, however, and DNP cannot bring about major change on its own. We therefore believe it important toshare awareness of environmental challenges with consumers and other enterprises, and join with them in taking action
to effect solutions.
DNP is making this ideal a reality by taking advantage of available opportunities and contexts to collaborate with consumers in learning about the current state of the environment and the challenges facing it, and consider what should bedone to address those challenges. These efforts give broad exposure to DNP’s environmental activities and afford us theopportunity to hear a wide range of opinions that can then be fed back into future initiatives.

Together with

Considering the Future of the Earth
DNPenguin is our original mascot formed using the letters “D”, “N” and “P.”DNP regards the penguin as a symbol of collaboration with others and of the courage to face the dangers of the ocean boldly. Penguins are loved by all, and DNP has
adopted the penguin as its corporate mascot. Yet this universally beloved animal isfacing extinction due to repercussions from a wide range of human activities, including global warming, ocean pollution, and deforestation. Now and into the future,
DNP will pay close attention to the global environment so that humanity can continue sharing the planet with the lovable, fearless penguin.

(Photo: Fumiya Kamakura)Stagedexhibits relating
to the global
environment

DNPenguin House is part of Communication Plaza “dot DNP,”
located in Ichigaya, Tokyo. Here, visitors can come in contact
with information relating to DNP and its activities. Since December 2014, DNP has been staging exhibits relating to the global environment on acontinuous basis. The first exhibit dealt with penguin species and their ecology. The
theme of the second exhibit was “Penguins and Global Warming: What DNP Is Doing.” This exhibition focused on penguin habitats under the impact of global warming,
as well as environmentally conscious products from DNP that are helping to mitigate
climate change.

DNP Community
Seminars—the Ichigaya
Forest

DNP is moving forward with a large-scale redevelopment
and urban greening project at its headquarters in Ichigaya,
Tokyo—the Ichigaya Forest Plan. As part of this effort, DNP is
holding regular seminars for the surrounding community. At
these gatherings, DNP and local residents with an interest in the environment join toconsider the value of nature.
The theme of the fourth seminar, held in November 2014, was the urban environmentand green space. In addition to lectures, a workshop centering on leaf identification
was held. The fifth seminar, in February 2015, focused on the richness of arboreal
environments and included lectures as well as a workshop where participants could
fashion their own castanets.

Environmental
workshops—“Manabi-nomori”

DNP has begun offering workshops for children to help themunderstand the challenges that the global environment faces today and consider the future that awaits them as adults,
when they will assume responsibility for society. At the first workshop in January
2015, participants used photocards and board games to study about penguin ecosystems and the environment, and together we considered Earth’s future. The workshop was held in Osaka as well as Tokyo, with around 170 participants total. DNP willcontinue offering these workshops, and more are in the planning stage with a varietyof themes.

Note: Greenhouse gas emissions due to electric power consumption are based on coefficients for FY2005/06 published by the Federation of Electric Power Companies of Japan.

27

Annual CSR Topics

Annual CSR Topics

28

❸ Social Contribution Activities

Annual CSR Topics❸ Social Contribution Activities
To be an enterprise that contributes to building a sustainable society, we believe that in addition
to efforts channeled through our principal business activities, it behooves us to make suchcontributions by deepening communication with local communities as a good corporate citizen,
and utilizing economic resources efficiently.
DNP aims to be an enterprise trusted by society. To this end, we are promoting social
contribution activities that are characteristic of DNP to resolve social challenges and lead theway to a sustainable future.

Social contribution activities characteristic of DNP
DNP established its DNP Group Social Contribution Activities Policy in 2007. The guidelines include Five Principal Themes
for social contribution activities characteristic of DNP, promote activities by DNP as a whole as well as activities at thebusiness division and group company level, and encourage voluntary participation in social contribution activities. DNP’s
Group Code of Conduct also stipulates that employees shall deepen their ties with society as good corporate citizens
living in harmony with society, and contribute to society by working to resolve the many challenges it faces, as well as
through cultural activities.

We will support the advance of arts and culture with the goal of a more spiritually abundant society

DNP Kyoto Uzumasa Cultural
Heritage Gallery Opens
Printing technology is deeply linked to the evolution of graphic design, as exemplified by posters and printed books. The evolution of printing technology allows
greater scope for the creative imagination of graphic designers, and in turn has
driven technological innovations in printing to give shape to the ideas of designers.
In addition, the technology to digitize and transmit text and images enables thecompiling of cultural property archives featuring high-definition still and video images, and new ways of experiencing priceless works.
DNP is using these technologies to engage in a new type of cultural activity thatis characteristic of DNP. In October 2014, we opened the DNP Kyoto Uzumasa
Cultural Heritage Gallery at our Kyoto Plant. Through our Kyoto cultural properties
archiving project (see below), our interactive viewing system developed in collaboration with the Louvre Museum for the high-resolution reproduction technology ofworks of art, and more, DNP’s approaches to providing new ways of preserving
and appreciating cultural heritage are on exhibit here.

DNP Kyoto Uzumasa Cultural Heritage Gallery
Within DNP Kyoto Plant, 10 Uzumasa Kamikeibucho,
Ukyo-ku, Kyoto
Opening hours: 11:00–19:00 (Saturday until 18:00)
Closed Sundays and holidays(Free admission)

Room partition painting by Kano Naonobu at Chion-in
Temple, reproduced through DNP Denshobi technology

DNP Group Social Contribution Activities Policy
The DNP Group is committed to helping resolve the challenges facing society and contributing to the realization of a more affluent society
capable of sustainable growth.
DNP is therefore promoting broad-based contributions to realize a better society, not only by offering useful products and services
through our business activities, but through effective utilization of our management resources (including personnel, expertise, technology, and facilities); labor-management collaboration; and efforts to coordinate and collaborate with external entities.
Furthermore, the DNP Group supports voluntary participation in social contribution activities by employees. Such activities are not only
beneficial for society; they help employees grow as persons and actualize their unique potential.
As a member of society, the DNP Group will continue striving to address social challenges.

Five Principal Themes
Scope

Environmental conservation

With love fornaturePreserving the environment is a critical challenge faced by all of humanity. The DNP Group is grateful for the benefits
bestowed by our truly irreplaceable environment. To leave a beautiful environment teeming with life to those who comeafter us, we promote a wide range of environmental preservation activities including forest and river cleanup activities.

With a broad
outlook

To help create security, comfort, and abundance in local communities, the DNP Group promotes a wide range of activities with residents. Because modern lifestyles are deeply linked not only with those living nearby, but to people aroundthe world, DNP adopts a global perspective in its efforts to realize a more secure, comfortable, and affluent society.

Kyoto Cultural Property Archive Project
Scope

Community and international engagement

Scope Nurturing scholarship, promotion of education, encouragement of the next
generation, and the development of the information society
For the next
generation

Advanced scholarship and the promotion of education are critical if we are to build a sustainable society to benefit
future generations. Through its principal business activities, the DNP Group is building a foundation for social development by deploying its accumulated printing and information technologies, as well as its knowledge and expertise, forthe benefit of our youth, who will be responsible for the society of the future.
Scope

For a spirituallyrich society

Scope
Also taking ahumanitarian
standpoint

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Annual CSR Topics

Promoting art and culture

Art and culture are prerequisites for the realization of a spiritually abundant society capable of bringing happiness andinspiration into people’s lives. As a printing enterprise, the DNP Group supports advancement of the arts and culturein the field of graphic arts and through the use of printing technology to preserve and disseminate historic culturalproperties and images.

Humanitarian aid and disaster recovery support

The DNP Group will deliver emergency humanitarian aid where it is needed, such as in areas affected by large-scaledisasters, armed conflicts, and other circumstances that necessitate aid.

To help ensure that the tangible and intangible cultural properties of Japan’s ancient capital of Kyoto are preserved for posterity, DNP launched the Kyoto Cultural Property Archive
Project, in collaboration with the Tomorrow’s Kyoto Cultural Heritage Platform and Mainichi Broadcasting System, in 2014. The project is currently building a high-definition image
archive of cultural properties at 17 UNESCO-recognized shrines, temples, and palaces,
including Kamigamo Shrine and Kiyomizu-dera Temple. Through educational activities
and events, we are contributing to the passing down of traditional culture.

Stakeholder's Voice

Press conference for archiving project launch(Kamigamo Shrine)Mainichi Broadcasting System aims to be a “super-regional station” with strong ties to local
communities. We are particularly committed to serving viewers in Kyoto, and in 2010 welaunched the Kyoto Project Section and boosted our Kyoto-related content on television andradio. The Kyoto Cultural Property Archive Project, which kicked off in 2014, brought together
Mainichi Broadcasting, DNP, the Kyoto Buddhist Organization, and cultural property holders.
This collaboration strengthened and enhanced the effort and overall organization. DNP and
Mainichi Broadcasting collaborated closely on the high-definition digital archiving approach, andgradually, with the cooperation of the owners of these works, we are steadily accumulating alarge archive of wonderful images. Going forward, we hope to continue collaborating with DNP
on new ways of preserving cultural properties for the greater benefit of society.

Shigeki Abe

Section Manager,
Kyoto Project Section;
Manager, Administration Department,
Mainichi Broadcasting System, Inc.

Annual CSR Topics

30

❸ Social Contribution Activities

With love for nature, we are working to preserve the global environment

With a broad outlook, we will contribute to the development of regional and international society

Tree-Planting Activities in Kitakyushu:
Hibikinada Greenbelt Project

Supplying a Local Football Club with
Uniforms

Since 2013, the Kurosaki Plant has been participating in tree-planting
activities in coordination with a project to plant one million trees around Kitakyushu City, thereby contributing to sustainable social development and preservation of biodiversity. The Japanese government has recognized Kitakyushu as
an environmental model city, and the city plans to plant one million trees withcooperation from citizens and the private sector. These trees are projected toabsorb 3,700 tons of CO2 per year, equivalent to the output of 1,500 households.
Participating elementary school students collect acorns and plant seedlings
that are then cultivated at our plant. After two to three years of growth, they willthen be transplanted.

In 2014, DNP Denmark began supporting CFK, a local football club in Hedehusene. High youth unemployment rates tend to bring higher crime rates intheir wake, and to help meet this challenge, CFK was established to give young
people from 12 to 30 a way of using their time constructively.
DNP Denmark’s support for CFK was sparked by a suggestion from one of ouremployees as a way of contributing to the local community. Part of our supportconsists of supplying CFK with much-needed team uniforms, and we plan tocontinue that support into the future.

DNP Denmark COO Niels Harmannsen (left)presents uniforms to the club

Tree-planting activities in March 2015

CFK hard at practice

A total of 159 people participated, including employees and their families

DNP's VoiceL

ike other European nations, Denmark faces many social challenges, including high youth unemployment andimmigration-related tensions. CFK Football Club was founded to help local young people maintain a soundmind in a sound body and provide them with opportunities to socialize and avoid isolation. DNP supports ourefforts, and we are very honored by their sponsorship and contribution of uniforms for the team, with a value of
10,000 kroner per year (approximately 1,500 US dollars).

E

ach year in March, the Kurosaki Plant manager calls on employees to help plant trees in the Hibikinada districtof Kitakyushu. This year was the third consecutive year of activity, with 159 participants. Each year sees agreater number of participants, and family members of employees are welcome to take part. In addition to serving as an opportunity to heighten environmental awareness on the part of employees and their children, it also
provides positive memories for families and imparts a concrete experience of the expanding circle of biodiversity
preservation. In addition, participants are helping to cultivate violets in the green zone. Violets are a food source
for the Indian fritillary butterfly, and cultivating them is intended to reinforce the ecological network in the zone.

Stakeholder's Voice

Akihiko Nomura

Mustafa Dogan

CFK Representative

Manager, General Affairs
Section, Kurosaki Plant
DNP Fine Optronics

We will continue our humanitarian support in disaster areas

Maintaining Local Volunteer Support
for Recovery from the Great East
Japan Earthquake

We are contributing to superior scholarship and education for the development of the next generation

DNP Educational Program:
The Wonder of Color
The Wonder of Color is a hands-on learning program that teaches students
how color is reproduced through printing. Participants also learn how humans
and other creatures perceive and use color.
During FY2014/15, the program was conducted across schools and libraries inTokyo as well as in Miyagi and Tokushima Prefectures.
In October 2014, DNP also held workshops in conjunction with the UNESCOWorld Conference on Education for Sustainable Development, held in Aichi
Prefecture, and as part of the education program of the Environmental Partnership Organizing Club. As a result, a total of 683 people participated in DNP’s
FY2014/15 workshops.

31

Annual CSR Topics

A workshop held in January 2015 at a school in Watari,
Miyagi Prefecture

DNP believes continued support for recovery from the Great East Japan Earthquake is of utmost importance, and we will continue our efforts to provide
support through a range of activities.
Principal activities include the “Tohoku support menu” offered in DNP cafeteriasthroughout Japan, with proceeds donated to the recovery effort, and ongoingparticipation in the Reconstruction Agency-sponsored revitalization activities
for marine product processing companies and other local industry in Miyagi
Prefecture, where DNP has a manufacturing facility. Since 2013, DNP has been
dispatching employee volunteers to the affected areas, and in FY2014/15, approximately 60 DNP employees participated in cleaning activities for temporary
housing in Ishinomaki as well as support for commercial fishing operations in
Minamisanriku.

Volunteer support for commercial fishing in
Minamisanriku, Miyagi Prefecture, November 2014

Annual CSR Topics

32

Third-Party Opinion

A Message from the CSR Committee Chairman

We received third-party opinions from representatives of the CSR Review Forum-Japan. (See page 8)

Reviewer

Reviewer

Reviewer

Reviewer

Tomohiko Yamaguchi

Sachiko Kishimoto

Kaori Kuroda

Yoko Doi

Joint Representative,
CSR Review Forum Japan

Joint Representative,
CSR Review Forum Japan;
Managing Director,
Public Resources Foundation

Joint Manager,
CSO Network Japan

Amnesty International Japan

1. Efforts to Address Social Challenges
We believe that enterprises seeking to address social
challenges can resolve the difficult conflict between economic viability and social responsibility by targeting the
economic potential of social responsibility. A standard isneeded that weighs both the commercial performance ofa business and the degree to which it is succeeding in
the resolution of societal issues. DNP’s accounting of its
engagement with social challenges through its businessactivities (page 9) is laudable. We would therefore hope
to see DNP follow through with these business efforts toaddress social challenges, with a balance between standards of economic and social benefit. An accounting ofresults is necessary for the benefit of stakeholders directly
affected by such challenges, but a social benefit standard
should be extremely helpful for business managers.

2. Four Growth Areas
This year’s report introduces DNP’s four growth areas. Of
particular interest was Knowledge and Communication.
Society is well aware that DNP’s mission is to utilize books
and digital technology to disseminate information. Going forward, we hope DNP will indeed go beyond information to thedissemination of knowledge, emphasizing not only transmission speed and volume but quality, and using a range of media to support the transmission and accumulation of knowledge. This will make DNP’s existence even more meaningful.

3. Respect for Employees of DNP and Suppliers
Freedom, impartiality, and safety are fundamental requisites of the workplace as a setting for people. It is clear,through DNP’s stakeholder dialog and this report, that
DNP is building a structure to create better workplaces by investigating actual conditions, making necessary
improvements, and setting policies. Going forward, if investigation uncovers an area requiring improvement, disclosing that problem and the proposed solution, even if

it proves inconvenient, will be important if DNP is to enhance the precision of its policies. Transparent disclosure
will spur policy formulation and reinforce trust in DNP on
the part of employees and society.

4. Diversity
If an enterprise is serious about having a diverse workforce working in diverse ways, and this intent is felt by
its employees, real diversity will follow. We hope to see
DNP introduce policies that affirm that intention, while further expanding its existing policy of female participationin management into a comprehensive policy of diversity promotion, because a diverse society is one in whichknowledge and culture thrive. DNP has always had deep
involvement in knowledge and culture, and its clear indications of openness to diversity, both internally and externally, are extremely meaningful.

I am convinced that DNP’s existence as an enterprise depends critically on its efforts toaddress social challenges through its business. This report therefore strives to highlight
how DNP is using its strengths to create new value that helps address social challenges. To
provide a more in-depth accounting, we elected to profile two of DNP’s four growth areas:
Knowledge and Communication, and Food and Healthcare.
In the section on Knowledge and Communication, we introduced DNP’s efforts to provide
tools combining the advantages of digital and analog to solve challenges in the classroom
and enhance the quality of education. DNP has long striven to make contributions to knowledge through its printing business. Going forward, however, we will be promoting hybrid
Kunikazu Akishige
approaches incorporating information and communications technology.
CSR Committee Chairman,
Managing Director
In the section on Food and Healthcare, we profiled DNP’s activities in the field of life science. As the aging of society progresses and people increasingly seek to achieve a healthy
old age, DNP is using its advanced printing technologies as a basis for active efforts to
support this goal while collaborating with enterprises and major medical research entities.
In January 2015, DNP embarked on yet another new approach, holding a dialog with stakeholders and the CSR Review
Forum-Japan (CRF), an organization comprised of experts in the field of CSR. The session facilitated active communication regarding DNP’s overall CSR activities, with participation from DNP employees with CSR responsibilities at head
office divisions.
During the dialog, the CRF noted the significance of our Knowledge and Communication growth area with regard to
DNP’s purpose of existence and expressed hope that DNP would continue to support the dissemination and accumulation of knowledge. These comments renewed my awareness of the importance of this area, and gave me a keen senseof our corporate responsibility. We also received useful comments concerning areas where further efforts are needed. It
was an extremely productive meeting for us.
Going forward, DNP will continue to consider the best ways to fulfill its social responsibilities and achieve sustainability,
valuing our own approaches while attending carefully to input from our diverse community of stakeholders. If you would
like further information, I invite you to visit our website.
The Japanese print edition of the DNP Group CSR Report 2015 has been certified with the following marks as a print document showing
consideration for the environment and universal design.
This printed document issuitable for recycling into
print-quality paper.

5. CSR Plan Execution
This year, the DNP CSR Report achieved a new level of
specificity regarding plans and their fulfillment (pages 9–14).
This represents progress, and we hope DNP will continue
to press forward in this direction. At the same time, in certain instances we were presented with a simple statementthat a planned action had taken place, without additional
details. For example, we are told that meetings took place
to identify human rights risks. Knowing what specific results came out of these meetings would better encourage
TAIWA with stakeholders and result in effective measures.

Paper

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: Asahi Melt RP5200(made by Asahi Chemical Synthetic Co., Ltd.)Side glue: Asahi Melt RPS310(made by Asahi Chemical Synthetic Co., Ltd.)6. Global Expansion (pages 21–24)
The report has two Key to Global Expansion segments(pages 22 and 23). These were excellent examples ofadopting the standpoint of people in the highlighted local
spheres of operation. Making this approach an element ofpolicy may be advisable.

FSC-certified paper, forest thinning support
paper (Forest Neighborhood Association)

Ink

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

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

Used in: printing ink

No.090010

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

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

Recycling-friendly ink:
NS PVF K (DIC Graphics Corporation)
PS15-0009

The CSR Report carbon footprint has been calculated and indicated, and will be offset.
The Carbon Footprint of Products (CFP) mark indicates the total amount of greenhouse gas (converted to amount of CO2) emitted
in the entire lifecycle of this CSR Report, from materials procurement to disposal and recycling. The calculated CFP amount (370grams per printed report) is fully offset by carbon credits for a net zero footprint, earning it the Acorn Mark.

33

Third-Party Opinion

A Message from the CSR Committee Chairman

34