Contents

Introduction

Management

Special Reports / TCFD

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

CONTENTS
PP. 03-06

PP. 07-19

Introduction

PP. 36-94

Social (S)PP. 123-145

Sustainability Report 2022

Human Rights

Corporate GovernanceToppan Group Business Outline

Supply Chain Management

Strict ComplianceTransforming Toppan’s Business Portfolio

Employee Health & Safety / Work-Life Balance

Information Security

Sustainability Activity Highlights for the Year

Diversity & Inclusion

Risk Management

Human Assets

BCP / BCMManagement

Research and Development

Tax Governance

To Our Stakeholders

Universal Design

Toppan’s Sustainability Initiatives

Total Quality Assurance

Message from an External Director

Social Contribution Activities

Intellectual Property

Stakeholder Engagement
Progress in Toppan’s Sustainability Initiatives

PP. 20-35

Governance (G)PP. 95-122

Environment (E)Special Reports / TCFD

Environmental Policy

Special Report 1: The Aims of Toppan’s
Human Rights Policy

Mitigation of Global Warming

Special Report 2: Sustainable Procurement
Special Report 3: Evolution of Activities Focusedon the TCFD
Climate Change Disclosure According to TCFD
Recommendations

Environmental Management

PP. 146-153

Recognition / Assurance
Recognition
List of Indicators Assured by an
Independent Assurance Provider
Independent Assurance Report
Global Reporting Initiative
Content Index

Building of a Recycling-oriented Society
Control of Chemical Substances
Pollution Control
Biodiversity
Environmental Data

2

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Sustainability Report 2022 | Toppan Group Business Outline | Transforming Toppan’s Business Portfolio | Sustainability Activity Highlights for the Year

Sustainability Report 2022
Approach to Sustainability Information
Disclosure

Scope and Boundary

Toppan delivers diverse information on Groupwide

purposes. For details on the scope of the social andenvironmental, social, and governance (ESG) initiatives aroundenvironmental performance data, see the “List of Indicators

the world through transparent, timely, appropriate, andAssured by an Independent Assurance Provider” shown on pageaccessible disclosures to enhance engagement with customers,

148.

shareholders, investors, business partners, and stakeholders ofToppan Inc. and Group entities consolidated for accounting

Positioning of the Sustainability Report 2022
Corporate Website

Investors Section●S ecurities reports● Financial results, etc.

every other type.

Publication Dates (English version)

Guidelines Referenced

Previous report, December 2021; Current report, December
2022; Next report, December 2023 (planned)

Non-financial (ESG)
Information

Financial Information

Sustainability Section●S ustainability-related releases

and web pages●S ustainability activity reports

Sustainability Report
2022
Integrated Report 2022

・International Organization for Standardization (ISO) 26000
standards
・Global Reporting Initiative (GRI) Standards: The standards

Contact Information

Sustainability

Toppan has referred to are listed in the “Global Reporting

Sustainability Promotion Department, Public Relations Division,

Initiative Content Index” on pages 150-153.

Toppan Inc. (Tokyo, Japan)

・Environmental Reporting Guidelines (fiscal year 2018 version)

This report mainly covers activities in fiscal 2021 (from April

Visit this page to see Toppan’s Sustainability Report

2022 (PDF), sustainability performance data, andEmail: csr@toppan.co.jp

the latest releases related to sustainability.

issued by the Ministry of the Environment of Japan

Period Covered

https://www.toppan.com/en/sustainability/*Total values of aggregate data presented in this report may not exactly
match the sum totals of individual values, as decimals are rounded up or
down.

Sustainability Report 2022
This PDF discloses comprehensive information
on Toppan’s approach to sustainability, Toppan’s

2021 to March 2022), though information on prior and later

Change of English Corporate Name

years is also included in parts.

On June 29, 2021, Toppan changed its English name from “Toppan Printing
Co., Ltd.” to “Toppan Inc.” to further advance the global development of theGroup under the global brand “TOPPAN.”
New English nameframework for sustainability promotion, Toppan’ssustainability activity results, and other aspectsof the Group’s sustainability initiatives.

Integrated Report 2022
https://www.toppan.com/en/ir/material/annual.html
In addition to financial information, Toppan’s

Integrated Report presents selected information on
the Group’s sustainability initiatives.

3

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Sustainability Report 2022 | Toppan Group Business Outline | Transforming Toppan’s Business Portfolio | Sustainability Activity Highlights for the Year

Toppan Group Business Outline
The Toppan Group comprises Toppan Inc. and 207 subsidiaries
and 29 equity method associates engaged in manifold businesses

Number of Operational Sites by Region

in three fields: Information & Communication, Living & Industry,

Europeand Electronics.

North & South America

Consolidated subsidiaries
Equity method associates

Corporate Profile (As of March 31, 2022)
Corporate nameToppan Inc.

President & Representative
Director

Hideharu MaroEstablished

January 17, 1900
Capital104,986,430,314 yen
Net sales

1,547,533 million yen

Phone: +81-3-3835-5111
54,336 (consolidated)*Net sales are sales toexternal customers.

Consolidated subsidiaries
Equity method associates

Number of consolidated
subsidiaries

82
18

76
8

207

Number of equity method
associates
29

Middle East & Africa
Consolidated subsidiaries

8

Business by Segment

Information & Communication

Information & Communication

Living & Industry

Electronics(890.8 billion yen)

Providing solutions to enhance the value

Providing a wide range of products andProviding products related to displays andof information and deliver it effectively toservices globally to create living

semiconductors developed based on corecustomers who require smoothenvironments that offer comfort andmicrofabrication technologies.

communication.

peace of mind.

57.6%(220.5 billion yen)

28.2%

Consolidated subsidiaries
Equity method associates

Asia

Number of employees

14.2%(436.1 billion yen)

17

Japan

112-8531, Japan(Breakdown by net sales, Year ended March 2022)

Living & Industry

Consolidated subsidiaries

3

Head office
1-3-3, Suido, Bunkyo-ku, Tokyo

Business Composition
Electronics

24

Total net sales

1,547.5billion yen■ Security■ Content & Marketing■ BPO■ Packaging■ Décor Materials

4■ Semiconductors■ Displays

TOPPAN Sustainability Report 2022

Introduction

Contents

Management

Special Reports / TCFD

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

Sustainability Report 2022 | Toppan Group Business Outline | Transforming Toppan’s Business Portfolio | Sustainability Activity Highlights for the Year

Transforming Toppan’s Business Portfolio
The Toppan Group is transforming its business portfolio in pursuit of a “Digital & Sustainable Transformation.” The Group continues to execute its Medium Term Plan to grow operating profit generated bypriority businesses to more than half of the total operating profit by the year ending March 2026. As a leading provider of solutions for social issues worldwide through digital and sustainable transformation (DXand SX) businesses, Toppan aims to consistently enhance its corporate value and steer towards the creation of a sustainable society.

Operating Profit Breakdown
1. Transforming the business portfolio(Target for the year ending March 2026)

Transform

Drive DX business (Erhoeht-X®)

Operating Profit Breakdown

ExpandExpand Living & Industry business overseas(Year ended March 2022)

CreateCreate new business (frontier business)

Prioritybusinesses
Overseas Living& Industry
Electronics

DX

2. Strengthening management foundations

Priority businesses(at least 50%)

Electronics

Modernize system infrastructure
Advance smart factories● Strengthen R&D functions● Drive human asset strategy

Living &Industry

Living &Industry

3. Expanding ESG initiatives

Information &Communication
Frontier(traditional(at least 10%)business)

Existing businesses

Enhancing
corporate value●●

Information &Communication(traditional
business)

Overseas Living& Industry(at least 15%)

●
●
●

DX
（30%）

Achieving asustainable
society

Existing
businesses

Initiatives related to the environment andclimate change

Incorporating approaches to the SDGs into
management strategy

Priority
Businesses

Initiatives to enhance governance5

Bring in at least 50% of the Group’s total
operating profit

TOPPAN Sustainability Report 2022

Introduction

Contents

Management

Special Reports / TCFD

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

Sustainability Report 2022 | Toppan Group Business Outline | Transforming Toppan’s Business Portfolio | Sustainability Activity Highlights for the Year

Sustainability Activity Highlights for the Year
2021

April

2022

October

Toppan Group Sustainability Management
June
Sustainability Promotion
Committee

May
Sustainability Promotion
Committee

January

April

September

NovemberFebruary

Toppan Group ESG
Management Promotion
Committee on TCFD

Toppan Group ESG Management Promotion
Committee on human rights and supply chain issues

Sustainability Promotion Committee

February

July

DecemberToppan Group
ESG Management
Promotion Committee
on ESG issues

Toppan Group ESG Management Promotion
Committee on DJSI 2021 score analysis

October
Formulated Toppan Group
Human Rights Policy

January

April

Executive Sustainability
Promotion Committee

Updated the Toppan Group Sustainable Procurement Guidelines

Endorsed the
GX League Basic
Concept advocatedby METI of Japan

Recognition
June

November

DecemberToppan Inc. included in the
FTSE4Good Index Series, FTSE
Blossom Japan Index, and MSCI Japan
Empowering Women Index (WIN) for
consecutive years.

Toppan Inc. included in the
DJSI World index for thefifth consecutive year.

Toppan Inc. added to the
CDP climate change A
List.

Product and Service Releases

June(Initiatives through business)

April

Developed and launchedremovable clear adhesivesheet that reduces the presenceof bacteria and viruses by
suppressing their growth.

June

Launched an eco-friendly,
contactless smart cardcomposed of more than
25% recycled PET resin.

Started talks
with ENEOS
Corporation oncollaboration ina used-paperbased bioethanol
business topursue thecreation of adecarbonized,
circular economy.

February

March

Toppan Inc.
recognized
as a CDP
2021 Supplier
Engagement
Leader.

Toppan Inc. included in theNadeshiko Brand selection

for the third consecutive year.

September

November

March

Developed GL-X-P, a barriercoated packaging paper withflex resistance and watervapor barrier properties that
can help reduce food loss,
plastic consumption, andCO₂ emissions.

Began full-scale
production
employing
ECOLUSTERTM,
an eco-friendly
manufacturingmethod for offset printing that combineswater-based varnish with oil-based biomass
ink. ECOLUSTER is expected to reduceGroupwide CO₂ emissions by more than
1,700 tons a year.

AppliedRFID tags to
NAVINECT®,a solution forsupporting
the digitaltransformationof manufacturing operations. NAVINECT
has been functionally enhanced in several
ways since its launch in 2019, and can now
monitor manufacturing lines in real time.

6

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

To Our Stakeholders | Toppan’s Sustainability Initiatives | Message from an External Director | Stakeholder Engagement | Progress in Toppan’s Sustainability Initiatives

Management
P. 08 To Our Stakeholders
P. 10 Toppan’s Sustainability Initiatives
P. 17 Message from an External Director
P. 18 Stakeholder Engagement
P. 19 Progress in Toppan’s Sustainability Initiatives

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

To Our Stakeholders | Toppan’s Sustainability Initiatives | Message from an External Director | Stakeholder Engagement | Progress in Toppan’s Sustainability Initiatives

To Our Stakeholders
Accelerating Sustainability Initiatives on a
Global Scale across the GroupI would like to express my sincere gratitude to our stakeholders
for their ongoing support.
Toppan has accelerated sustainability initiatives since I
took over as president. Societies and economies have been
impacted significantly in recent years by natural disasters and aprolonged pandemic. The geopolitical risk associated with thesituation in Ukraine has also increased, and the resulting energy
crisis, raw material price hikes, and inflation are negatively
affecting people’s lives and the performance of businesses.
In uncertain and unpredictable times, it is even more

Generating new value fora sustainable future throughtechnology and co-creation

important for companies to take the initiative in addressing
environmental problems accompanying climate change andhuman rights issues in supply chains. It is not sufficient tosimply pursue profits as in the past. We are living in a chaotic
world, which is why we must clarify what we can do now andintegrate that with business to drive solutions.
Toppan is a global company with 30% of its sales outside

Hideharu Maro

President & Representative Director

Japan, more than 150 overseas locations, and employees,
customers, and suppliers throughout the world. To fulfill our
responsibilities and mission, we devised the TOPPAN SDGs

STATEMENT in 2019, setting out material issues under thethemes of Business Materiality and Companywide Materiality.
Initiatives focused on specific targets are based on TOPPAN
Business Action for SDGs to further incorporate and integrate
the Sustainable Development Goals into our business activities.
We have also declared our support for the recommendations of
the Task Force on Climate-related Financial Disclosures(TCFD), based on which we have analyzed climate change risks
and opportunities, considered countermeasures, and disclosed

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

To Our Stakeholders | Toppan’s Sustainability Initiatives | Message from an External Director | Stakeholder Engagement | Progress in Toppan’s Sustainability Initiatives

information.
However, in a world of upheaval and increasing uncertainty,
we need to accurately identify changes ahead and transform ourunderpins our push to reduce food loss by extending shelf lives

Rights Policy, addressing issues such as forced labor and respect

cycles.

for diversity. It also relates strongly to employees’ job satisfaction

business with urgency. We must expand in global markets toachieve sustainable growth.

In October 2021 we established the Toppan Group Humanand our efforts to lower CO2 emissions across packaging lifeand fulfilling their potential, and consequently to the growth of
Toppan was launched by engineers who left the Ministry of

the business.

Finance’s Printing Bureau to start their own business in 1900. It

I firmly believe that the most important management

Japan to the rest of the world to promptly address risks andis a technology-focused company that has driven the evolution

resource determining the path and growth of a company is its

social issues on a global scale. If we fail to do so, we cannot

and application of “printing technologies.” We deliver new value“human assets.” We are advancing various measures to develop

expect to see growth or be trusted by society in the future.

and solutions by combining the needs of the market and society

and effectively deploy human assets with skills necessary forwith our five core technologies of Marketing Solutions,digitalization and globalization. These include hiring new talent,

Information Processing, Microfabrication, Surface Treatment,enhancing reskilling programs, and shifting personnel to new

and Material Forming. We have the know-how to make things

areas of growth. We will also transform personnel systems, byand the operational expertise to run things and create entire

for example introducing treatment based on job type, andschemes. Toppan’s greatest strength is fusing these diverse

accelerate efforts focused on diversity and inclusion.

It is imperative that we expand sustainability initiatives inGenerating Value for Society throughTechnology and Co-creation
As announced in the Medium Term Plan, we are transforming

technologies and elements to create new products and services

The concept of “well-being” is receiving considerable

our business and putting in place foundations for future growth.

with clients and stakeholders. Taking full advantage of this willattention. Businesses are expected to enhance not just what they

We are actively investing in growth businesses as we aim forbe key to being a leader in tackling global social issues.

provide but also fulfillment of the heart and mind. By providing

50% of total profit in the fiscal year ending March 2026 to comevalue in tangible and intangible ways, Toppan has beenfrom our priority businesses of digital transformation (DX),extensively involved in society, supported information and

Living & Industry overseas, and new (frontier) business.
With growing global demand for sustainable solutions, inPushing for a Sustainable Future

culture, and contributed to fulfilling living. There are not many
companies like us. I feel pride and responsibility in leading

the Living & Industry business overseas we are leveraging GL

Toppan has contributed to society and culture by providing

Toppan and will make every effort to ensure happiness for our

BARRIER, a material offering world-class barrier performance,

diverse products and services, meeting customers’ needs, andemployees, fulfilling lives for people everywhere, and a

and undertaking M&A to expand globally with a focus on

supporting social infrastructure. As a result, we serve roughly

sustainable society for the future.

sustainable packaging. In fiscal 2021 we increased revenue

20,000 companies. This customer base, the know-how acquired

through M&A and by expanding flexible packaging sales,through our networks, and, above all, the relationships

particularly in Southeast Asia.

developed with customers are dividends of the tireless efforts of

The key concept for the Medium Term Plan is Digital &our predecessors and the hard work, diligence, and integrity of

Sustainable Transformation, or DX and SX. We will leverage DX

our employees today. As I mentioned, however, in a drasticallyand SX to become a leader in providing solutions to social issues

changing global business environment, we must not be boundglobally. In the DX business, we fuse digital technologies andby conventional ways of thinking and doing things.

advanced operational know-how for Erhoeht-X® (“erhoeht

The support of all our stakeholders is greatly appreciated.

Toppan has always driven the evolution of its “printing

cross”), a hybrid DX business centered on leveraging data. One

technologies” and retained the innovative DNA that has

example is a platform spanning supply chains to reduce loss

provided solutions to all kinds of social issues. I hope ourthrough manufacturing and logistics DX. In SX, GL BARRIER

employees, inheriting this DNA, take on even greater challenges.

9

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

To Our Stakeholders | Toppan’s Sustainability Initiatives | Message from an External Director | Stakeholder Engagement | Progress in Toppan’s Sustainability Initiatives

Toppan’s Sustainability Initiatives
TOPPAN VISION 21

Corporate Structure

concepts and behavioral norms for Toppan personnel to follow

Corporate Philosophy: As the top-level concept underpinning allcompliance. Chapter 1 of the guidelines stipulates the basicof Toppan’s corporate activities, the Corporate Philosophy statesprinciples. Chapter 2 sets forth specific actions to take based on

the most important values and concepts for the Group.

the basic principles.

in accordance with corporate ethics and the principles of legal

Each of us shallreciprocate our customers’ continued trust,create dedicated products by
Corporate
Structure
Corporate
Philosophy
Corporate Creed
Conduct Guidelines

harnessing our vibrant knowledge and technology,
and contribute to a fulfilling lifestyle asa mainstay of information and culture.

Corporate Creed: From five different points of view, theCorporate Creed expresses the standards that every person in
the Toppan Group keeps foremost in mind when performing
business operations.

To build our customers’ trust though sincerity, enthusiasm, andcreativity in all our corporate endeavors.

and a set of “Business Fields.” The Corporate Structure,
which consists of Toppan’s Corporate Philosophy,
Corporate Creed, and Conduct Guidelines, sets forth
the basic concepts and ideals for the Toppan Group.
The Business Fields, meanwhile, indicate the direction

2. H
 aving high ethical standards and acting as a responsible memberof society
3. C omplying with laws and company rules and conducting fairbusiness operations
4. P
 roactively undertaking preservation of the global environment toachieve a sustainable society
5. S triving to improve quality and providing dedicated products that
contribute to customer satisfaction
6. R especting personnel diversity and striving to create a rewarding
work environment that is physically and mentally healthy
7. Embracing change and taking on new challenges

Business Fields

TOPPAN VISION 21 consists of a “Corporate Structure”

Chapter 1: Basic Principles
1. Respecting human rights

To strive for total innovation from a global perspective by conducting
marketing and technological development rich in originality.

8. R ecognizing the importance of and properly managing businessrelated information and information process system
9. P
 roviding organizational risk management and control thoroughly
against threats that have a serious impact on our corporate activities
10. Striving to improve corporate value through social contribution
activities and proper information disclosure/communication

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

https://www.toppan.com/en/about-us/philosophy/conduct-guidelines.html

Business Fieldsof business for the sustainable growth of the Group in

To enhance our corporate standing and promote the continual

The Business Fields are made up of two categories: Markets &harmony with society and the global environment.

development of the Toppan Group through the exploration of new

Customers and Technology & Expertise. The former focuses on

https://www.toppan.com/en/about-us/philosophy/

possibilities.

four key fields for growth; the latter classifies Toppan
technologies and expertise into five segments. The Toppan

Conduct Guidelines: Built on the Corporate Philosophy andGroup develops new products, services, and solutions in the four

Corporate Creed, the Conduct Guidelines set out the basic

fields for growth using its resources in the five segments.

10

TOPPAN Sustainability Report 2022

Contents

Management

Introduction

Special Reports / TCFD

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

To Our Stakeholders | Toppan’s Sustainability Initiatives | Message from an External Director | Stakeholder Engagement | Progress in Toppan’s Sustainability Initiatives

Toppan’s Approach to Sustainability

Since its foundation in 1900, Toppan has supported clientcompanies in their efforts to overcome the challenges they facein business. The solutions Toppan offers to meet the ever-

TOPPAN VISION 21changing needs of markets and clients are based on wideranging specialist knowledge and expertise that have been

A sustainable society
A corporation that creates social value

derived from printing for more than a century. Toppan continues
to widen the business fields of the Group by applying its printing
technologies on various fronts. As a corporation focused on thecreation of social value, Toppan formulated TOPPAN VISION

21 in 2000 to clarify the philosophical basis for its Corporate
Structure and define the prioritized Business Fields for thesustainable growth of the Group.
Corporate
Structure

The SDGs encompass 17 goals and 169 targets focused on social

Corporate
Philosophy

Guiding principles
for sustainability activities

Guidance on sustainability activities

Corporate Creed

United Nations Global Compact

Conduct Guidelines

Business
partners

Employees

ISO 26000 standards

Markets & Customers

Technology & Expertise

Five segments

Customersby 2030. Private-sector businesses around the world are
expected to address the issues covered under the SDGs. The

National andlocal
governments

Four growth fields

agendas the international community has committed to achieve

SDG agendas are the same issues Toppan is committed toaddressing as a corporation that strives to realize a sustainable

Shareholders
and investors

society through TOPPAN VISION 21 .

Communities

Toppan also formulated and announced the TOPPAN SDGs

STATEMENT in 2019 to declare the Group’s commitment toinitiatives for achieving the SDGs and actions for integrating
those initiatives with management. As a specific initiative in
2020, Toppan formulated and announced “TOPPAN Business
Action for SDGs,” a set of action plans and target values for theGoals for sustainability activities

Group’s ongoing business activities focused on the SDGs.

Sustainable Development Goals (SDGs)

Toppan will continue to take part in the global community’s SDG
efforts by creating new value in initiatives to address social
The Toppan Group undertakes sustainability activities inorganizations. The United Nations Sustainable Development

agendas through the Group’s business enterprises. Toppan will

accordance with the principles of the United Nations Global

Goals (SDGs) have also been incorporated into the Group’s

stay engaged in initiatives towards the realization of aCompact and the guidelines of the ISO 26000 Guidance onsustainability activity targets.

sustainable society.

Social Responsibility, a globally recognized standard for

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TOPPAN Sustainability Report 2022

Contents

Management

Introduction

Special Reports / TCFD

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

To Our Stakeholders | Toppan’s Sustainability Initiatives | Message from an External Director | Stakeholder Engagement | Progress in Toppan’s Sustainability Initiatives

Promotion Structure for Sustainability Initiatives

Sustainability Promotion Committee
Toppan convened the Sustainability Promotion Committee three

Board of Directors

times, the Toppan Group ESG Management Promotion

Reporting and supervising

Committee three times, and the Executive Sustainability

Management Committee

Promotion Committee once, in fiscal 2021 (see theReporting and supervising

Sustainability Promotion Committee
Toppan Group ESG Management Promotion Committee

Coordinating

Executive Sustainability
Promotion Committee

Environment
Working Group

Communities
Working Group

PeopleWorking GroupThe TCFD Working Group performed a series of in-depth

Corporate ESG Project
Coordinating

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

Human Rights
Working Group

Supply Chain
Working Groupdetails).
Toppan also upgraded its Corporate ESG Project initiatives.

Reporting and supervising

SDGs Promotion Project“Sustainability Activity Highlights for the Year” on page 6 for

TCFDWorking Groupanalyses to determine how business divisions can exploit the
Risk Management
Working Group

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

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

business opportunities that climate change may bring, andworked to enrich the Group’s TCFD information disclosure. The
Supply Chain, Human Rights, and Risk Management working
groups applied ESG approaches to update the Toppan Group
Sustainable Procurement Guidelines, formulate the Toppan
Group Human Rights Policy, and identify the significant risks
for fiscal 2022, respectively.

Every Toppan Group employee

Toppan also continued to implement measures to meet thebenchmarks required by the Dow Jones Sustainability™ WorldIn April 2020, Toppan established a Sustainability Promotion

1. Executive Sustainability Promotion Committee: A new

Index (DJSI), Carbon Disclosure Project (CDP), and otherCommittee chaired by the President & Representative Director

committee including outside experts and external directors,

leading ESG rating providers, disclosed information in theto address issues and formulate a promotion structure forestablished to provide Toppan with suggestions and opinions

sustainability section of Toppan’s corporate website, andsustainability initiatives. The committee has advanced

about the Group’s sustainability issues of focus.

participated in the Nikkei SDGs Forum in Japan.

Groupwide sustainability efforts as a cornerstone of Toppan’s
corporate governance structure.

2. Toppan Group ESG Management Promotion Committee: A
new body of presidents and ESG officers from relatedcompanies in the Toppan Group, established to form a

The scope of the Group’s sustainability activities was expanded
in fiscal 2021 to cover the endeavors of Group entities across theglobe. Toppan strengthened interdepartmental coordination,

Challenges Ahead

broader recognition of ESG and SDG issues by sharing key

Fiscal 2022 is the second year of Toppan’s plan to strengthen thethemes and enhancing mutual cooperation.

foundations for its growth into a truly sustainable corporation.

3. Corporate ESG Project: An interdepartmental project

Toppan will intensify the efforts of the Corporate ESG Project

incorporated external viewpoints, and implemented a diverse

comprising the Human Rights, Supply Chain, TCFD, and Risk

and proactively join initiatives aligned with emerging

range of promotion measures.

Management working groups. It reinforces Group initiatives

sustainability themes for the advancement of Groupwide

addressing ESG issues and coordinates with the SDGs

sustainability activities across the globe.

Toppan also added new committees to drive sustainability
management and enhance Groupwide coordination, and formed

Promotion Project.

a project to address diverse ESG issues.

12

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

To Our Stakeholders | Toppan’s Sustainability Initiatives | Message from an External Director | Stakeholder Engagement | Progress in Toppan’s Sustainability Initiatives

Action Points in the Corporate ESG Projectand “technology & expertise” approaches encompassed within

1. H uman Rights Working Group: Conduct due diligence tothe Business Fields, Toppan has also embraced the concepts

ensure human rights throughout the entire Group
2. S
 upply Chain Working Group: Apply supply-chain-wide ESG
initiatives across the Group
3. T
 CFD Working Group: Further expand the scope of scenario

Selection Process

underlying the SDGs, a set of long-term global development

Toppan selected the material issues based on the criteria

agendas. The selected material issues are pathways for achieving

described above by comprehensively assessing the corporate

the SDGs through the use of Toppan technologies and expertise

activities of the Group through discussions with relevant

geared to the creation of new value for society.

departments. The appropriateness of the selections was checked
through dialogue with stakeholders and outside experts. Senior

analyses (to cover more Group companies)

management reviewed the selections and finalized them withauthorization from the Board of Directors.

Involvement in Emerging Initiatives
1. P articipation in the GX League, Japan
2. P
 articipation in the Well-being Initiative, NIKKEI Japan
3. E
 nriched sustainability information disclosure, ongoingmeasures for ESG ratings, etc.

Process for Selecting the Material Issues
Judgment of
Identification

Material Issues to Address
Selecting the Material Issues

of issues thatthreaten thesustainability of
global society

Generation ofimportance in line

Selection of

Checking

Authorizedbusiness ideas

with two axes—

material issues,

appropriatenessby Board ofthat allow Toppan

degree of use ofcentered on

through dialogue

Directors after

to offer distinctive

Toppan resources

fields associatedwith outside

discussion

solutions to theand degree ofwith important

experts, making

among seniorissues identified

contribution tobusiness ideas

certain revisions

management

society

Toppan has selected a set of material issues on which to focus
in its sustainability activities, in order to accelerate thedevelopment of initiatives to address social issues throughout
the business enterprises of the Group. Toppan classifies theMateriality at Toppan
Themeselected issues into two categories: Business Materiality, issues

Environment(sustainable global environment)of focus in the Group’s business activities, and Companywide
Materiality, issues for Toppan to address in Groupwide
operations as a good corporate citizen.

Materiality Selection Criteria

Relationship with the SDGs

Business Materiality(Issues of focus in theGroup’s business activities)Communities(creation of safe, secure, enriched communities)
People(empowerment and fulfillment of body and mind)

In selecting the material issues, Toppan prioritized theprinciples of the Corporate Philosophy, Corporate Creed, andConduct Guidelines presented in TOPPAN VISION 21 , themaster plan plotting out the basic direction for the corporate

Companywide Materiality(Issues to address in Groupwide
activities as a good corporate citizen)

activities of the Group. Along with the “markets & customers”

13

Environmentally friendly & sustainable production

Employee health & job satisfaction

TOPPAN Sustainability Report 2022

Contents

Management

Introduction

Special Reports / TCFD

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

To Our Stakeholders | Toppan’s Sustainability Initiatives | Message from an External Director | Stakeholder Engagement | Progress in Toppan’s Sustainability Initiatives

Business Materiality and Companywide Materiality“TOPPAN Business Action for SDGs” to Address Business Materiality Issues

Toppan has classified the material issues into the two categories shown below to promote “fulfilling,

Toppan formulated and announced its “TOPPAN Business Action for SDGs” in November 2020 tosustainable living,” an ideal the Group is committed to realizing through its sustainability initiatives.

further accelerate the Group’s initiatives focused on the Business Materiality themes.
Senior management and business-department personnel have held a series of discussions aspart of the SDGs Promotion Project under the Sustainability Promotion Committee. By backcasting

Business Materiality

Business Materiality

from 2030, project members have identified nine areas of focus where Toppan can leverage the● Environment (sustainable global

distinctive strengths of the Group and its own unique technologies and expertise to realize “fulfilling,

environment)

Creation of safe,
secure, enrichedcommunities

sustainable living.”● Communities (creation of safe,

secure, enriched communities)

TOPPAN Business Action for SDGs: Nine areas of focus● People (empowerment and fulfillmentof body and mind)

Sustainableglobalenvironment

Fulﬁlling,sustainablelivingEmpowerment andfulﬁllment of bodyand mind

The three Business Materiality themes
are guideposts for Toppan to follow
through the Group’s efforts to realize“fulfilling, sustainable living.”
Efforts focused on every theme linkto the other themes to reinforce thesustainability activities.

Companywide Materiality
Environmentallyfriendly & sustainableproduction

Employee health &job satisfaction

Companywide Materiality● Environmentally friendly &sustainable production● Employee health & job satisfaction

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

14

TOPPAN Sustainability Report 2022

Contents

Management

Introduction

Special Reports / TCFD

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

To Our Stakeholders | Toppan’s Sustainability Initiatives | Message from an External Director | Stakeholder Engagement | Progress in Toppan’s Sustainability Initiatives

TOPPAN Business Action for SDGs: Activities and Targets

Environment

Communities

Creation of safe, secure, enriched communities

Empowerment and fulfillment of body and mind

Creating a circular economy*1

Contributing to enhanced quality of life for communities

Using innovative digital technologies to enhance health

Number of local authorities providing services for residents
2
optimized for the community*

Number of services that contribute to health2by using digital technologies*

Percentage of barrier-technology-based packaging
switched to mono-material
Fiscal 2025

25 %(overseas
40%)

Fiscal 2030

30 %(overseas
50%)

Number of proofs of concept for establishing recycling schemes
for packaging and sales promotion materials*2
Fiscal 2025

PeopleSustainable global environment

30

35

Fiscal 2030

Fiscal 2025

Fiscal 2030

70

Fiscal 2025

100

20

Fiscal 2030

30

Prevent environmental pollution and destruction caused by waste by driving

Take advantage of nationwide network and digital technologies to provide

Contribute to longer healthy lives for people throughout the world byprocesses from sharing and recovery to upcycling based on the 3Rs (reduce,

residents with optimal region-specific services and contribute to sustaining

facilitating access to healthcare information and services that transcends

reuse, recycle), product life extension, and material development.

provincial cities.

national or regional borders.

1

Decarbonizing*

Creating a safe society in which we can be ourselves

Reducing food loss to help eliminate hunger*1

Number of services contributing to greenhouse gas reduction*2

Number of services enriching people’s lives*2 (Use of VRM platform)

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

Fiscal 2025

Fiscal 2030

20

Fiscal 2025

30

Fiscal 2030

5

Fiscal 2025

10

300 kilotons

Fiscal 2030

400 kilotons

Contribute to reduction in greenhouse gas emissions and the mitigation of

Leverage security system technologies to create environments that enable

Reduce food loss throughout the value chain from primary industry sectors

global warming by providing eco-friendly materials and schemes as well as

everyone to use their own data safely and provide personal data usage

to consumers by combining functional packaging and digital transformation

solutions for energy saving and energy creation.

services that achieve both enhanced usability and privacy protection.

to extend shelf lives and optimize the balance of supply and demand.

1

Expanding eco-friendly products and solutions*Showcasing and preserving culture

Percentage of sales of sustainable packaging

Number of archives of materials related to culture and industry*

Fiscal 2025

50 %Fiscal 2030

SX priority theme sales

Fiscal 2025

200

billonyen

Fiscal 2030

100 %
300

billonyen

Expand Toppan’s development of mono-material GL BARRIER and othereco-friendly products and solutions and ensure contribution to theenvironment is visible and widely recognized by establishing certification
programs.

Creating obstacle-free educational environments
2

Fiscal 2025

Number of people whose learning we contribute to
Fiscal 2025

Fiscal 2030

100

150

(Japan)20 million

Fiscal 2030

30 million(Overseas) 100 million(Japan)Combine experience in the fields of culture and education with cutting-edge

Create a society in which anyone can learn anywhere and anytime bytechnologies to develop solutions for preserving and passing down tangible

providing a global platform combining educational software and translationand intangible culture and protecting the world’s diversity.

technologies.

*1 Targets updated in May 2022.
*2 Target values are cumulative totals leading up to the target year. Values for other items not marked with “*2” are single year targets.

15

TOPPAN Sustainability Report 2022

Contents

Management

Introduction

Special Reports / TCFD

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

To Our Stakeholders | Toppan’s Sustainability Initiatives | Message from an External Director | Stakeholder Engagement | Progress in Toppan’s Sustainability Initiatives

Companywide Materiality: Targets and Results
Environmentally Friendly & Sustainable Production

Employee Health & Job Satisfaction

Toppan Group Medium-and-Long-Term Targets for Fiscal 2030
Reduction Targets for Greenhouse Gas Emissions
Scope 1 and 2 greenhouse gas(GHG) emissions
Scope 3 GHG emissions

Fiscal 2021 Results

Reduce by 32.5%
compared to the fiscal 2017 level

Reduced by 13.5%
compared to the fiscal 2017 level

Renewable energy ratio of 6.5%

Renewable energy ratio of 0.67%

Reduce by 20%
compared to the fiscal 2017 level

Reduced by 4.7%
compared to the fiscal 2017 level

Reduction Target for Final Landfill Waste Disposal
Final landfill waste disposal

Reduce by 60%
compared to the fiscal 2017 level

Increase by 12%compared to the fiscal 2017 level

Targets for the Optimal Use of Water
Reduce water consumption, improve water efficiency,
and avoid water pollution risks(Quantitative targets will be set going forward)→ See page 45 for details

Fiscal 2030 Targets

Employees

Fiscal 2021 Result

Improvement Target for Waste Plastic Material Recycling Rate
Waste plastic material recycling
rate

Prevention of Serious Illness (Fiscal 2030 Targets)→ See pages 97-98 for details

Obesity risk

20.0％

27.5%

High blood pressure risk

8.0％

11.3%

Diabetes risk

8.0％

10.3%

Lipid risk

28.0％

31.1%

Medical examinations

Gynecological screening rate

75.0％

79.9％

Health checkups

Family health checkup rate

95.0％

83.1%

Risk of serious illness

Families

Reduced by 7.2%
compared to the fiscal 2017 level

Fiscal 2021 Results

Support for Employees with Children (Fiscal 2030 Targets)

Fiscal 2021 Result→ See page 53 for details

Targets for the “Hagukumi (nurturing) Program”

Increased by 4.1%
compared to the fiscal 2017 level
Fiscal 2021 Results

Evaluated water consumption andmeasured effluent quality at individual sites
Examined system specifications for
adoption of IoT technologies

Fiscal 2021 Results

Hagukumi Art Salon

Participation rate: 45%

15％

Hagukumi Seminar

Full attendance by managers

70.3％

Hagukumi Circle

Participation rate: 10%

1.2％

Elimination of Gender Disparities (Fiscal 2030 Targets)→ See pages 52-53 and 55 for details

Fiscal 2030 Targets

Fiscal 2021 Results

Percentage of managers andsupervisors by gender*1

Eliminate disparities inmanager and supervisor ratios by gender

Women: 59.2％
Men: 81.4％

Percentage of eligible male
employees taking childcare
leave*2

Percentage of eligible male employees
taking childcare leave: 80％

65.8％

10-year retention rate by gender*3

Eliminate disparity inthe 10-year retention rate by gender

Women: 55.1％
Men: 61.2％*1 Percentages of employees working as managers and supervisors, out of all current employees recruited as regularhires from 2003 to 2012 (as of March 31, 2022)*2 A percentage calculated by dividing the number of male employees who took childcare leave in fiscal 2021 by the
total number of male employees with children born from April 2021 to March 2022
(The method for calculating this percentage has been changed in accordance with the applicable Japanese act
requiring disclosure of the percentage.)*3 Average 10-year retention rates by gender for regular hires from fiscal 2010 to fiscal 2012 (new graduates fromtechnical colleges, universities, and graduate schools)*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

16

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

To Our Stakeholders | Toppan’s Sustainability Initiatives | Message from an External Director | Stakeholder Engagement | Progress in Toppan’s Sustainability Initiatives

Message from an External Director
Toward Sustainability as Something People Want to Do and Toppan as a
Unified Global Business

Ryoko Toyama
External Director

Materiality and “TOPPAN Business Action for
SDGs”

Assessment and Expectations Regarding
Sustainability Initiatives

Growing as a Truly Sustainable
Global Company

I believe Toppan is a company that acts with sincerity in

Toppan is advancing sustainability management and proactively

Another challenge to address is how Toppan will become aeverything it does. My feeling is also that the Company

discloses information. This no doubt led to Toppan earning the

global company. The global market’s importance is recognized,

approaches sustainability head-on and takes it seriously. I

highest rating in the climate change category of the 2021 Carbon

but there remains a tendency to divide domestic and overseas

applaud Toppan’s efforts to contribute to society by linking its

Disclosure Project (CDP) survey. As an external director, I

business and focus on domestic first.

wide-ranging businesses to spur innovation and create newattend meetings of the ESG Management Promotion Committee.

value across the themes of Environment, Communities, andThis is an important venue for sharing information and aligning

Japan. If Toppan is to grow as a truly sustainable global

People under Business Materiality.

understanding, and I have learned a great deal.

company, rather than expecting those responsible for overseas

The nine areas of focus in TOPPAN Business Action for

Going forward, I hope to see Toppan achieving its ambitious

SDGs are of significant scale and importance. This could lead totargets and plans, which will not be easy. However, challenging

an unfocused approach, but because Toppan has a broad range

targets drive innovation, so I look forward to innovativeof businesses, I believe it has the resources to make meaningful

approaches that produce consistent results. I would also like tocontributions in each area.

see a change in the approach to sustainability management,

Toppan takes an earnest approach and tends to focus on the

For ESG practices, the approach has been to start frombusiness to take care of it, there needs to be a more widespreadconsciousness that Toppan is a single global business.

from “something that has to be done” to “something that people

task at hand. Due to the breadth of its business, it has often

want to do” or “something that is fun to do.” People tend not toapproached things in terms of individual fields. The targets ofcontinue things they are compelled to do. Sustainability

TOPPAN Business Action for SDGs will not be achieved without

management initiatives will truly become sustainable when

the concerted efforts of the entire Group. It provides a roadmap

Toppan’s employees want to pursue them.

from a new perspective, transcending existing domains.

17

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

To Our Stakeholders | Toppan’s Sustainability Initiatives | Message from an External Director | Stakeholder Engagement | Progress in Toppan’s Sustainability Initiatives

Stakeholder Engagement● Issuing the Integrated Reports and Toppan Story newsletters● Offering comprehensive stress checks and support● Answering questionnaires from environmental, social, and governance rating● Arranging a program to determine when employees on mental healthcare leave● Posting IR information on the Toppan corporate website

agencies

Toppan values communication with stakeholders in its
sustainability activities. Their opinions are a guiding factor in
the planning of future upgrades in the Group’s stakeholder
engagement strategy.

Stakeholder Engagement: Themes and Activities
Customers

Business Partners
Promoting sustainable procurement● Cooperating with business partners based on the Toppan Group Sustainable

Communities
Ascertaining opinions and requests● Assessing human rights risks● Controlling chemical components of products● Conducting surveys and holding workshops on business continuity planning forbusiness partners● Verif ying the legality of lumber as a paper material● Concluding basic sale & purchase agreements with business partners● Holding and participating in exhibitions and seminars● Inviting customers to spaces where Toppan products are displayed

Nurturing collaborative innovation to create social value● Engaging in industry-academia-government pilot projects, etc.
● Driving open innovation programs● Advocating digital transformation using the Erhoeht-X® service● Offering environmentally friendly products and services● Operating PLAZA21, a showroom for presenting examples of social value creation

based on printing technology● Operating NIPPON GALLERY TABIDO MARUNOUCHI, a tourism-themed space
for the collaborative revitalization of regions throughout Japan as major travel
destinations● Operating “L・IF・E,” a showroom that inspires visions of fulfilling lifestyles in the
future● Operating WAO, a co-working space for supporting open innovation

Shareholders and Investors
Disclosing information on Toppan’s financial position; briefing
shareholders and investors on the Group’s business activities and plans● Holding shareholder meetings● Briefing shareholders and investors on financial results● Arranging meetings and briefings for institutional investors on the Group’s

financial performance● Assessing human rights risks

partners● Maintaining and improving the quality of products and services under theCreating opportunities to sound out opinions on products and services● Setting up the Toppan Group Helpline

Procurement Guidelines● Setting up the Supplier Hotline as a portal for receiving reports from business

Providing fair and equal business opportunities● Performing day-to-day sales activities

can return to work, as a safeguard to prevent the recurrence of mental illnesses

Addressing human rights issues

Developing and supplying safe, secure products and services
guidance of Japan-wide conferences of quality assurance departments● Protecting personal information through strict information security management● Offering universal design (UD) products and services; supporting client companies
in their work to improve the design of their products and services from UD
perspectives● Delivering everyday-life value through Toppan online services for consumers;
continuously improving the services● Setting up counseling services● Conducting business partner surveys on compliance in procurement operations by

Toppan personnel● Setting up a portal for receiving and handling inquiries

Supporting the arts and culture● Operating the Printing Museum, Tokyo● Operating Toppan Hall

● Holding the Graphic Trial exhibitions

Conserving community environments● Regularly beautif ying and cleaning up the surroundings of operational sites● Organizing events to learn about biodiversity

Popularizing para-sports

Employees
Supporting the empowerment of diverse human assets● Organizing hands-on para-sports events; delivering para-sports information via

Toppan’s SPORTRAIT website (in Japanese)● Formulating a policy to promote diversity and inclusion in the workplace;

Communicating with the community● Implementing programs to pursue diversity management, raise awareness of● Holding plant tours

obtaining commitments from top management

unconscious biases, etc.
● Designing various working arrangements for flexible working styles● Operating systems for in-house staff recruitment and employee self-determinationon the career path

Sharing wide-ranging information within the Group● Sending out executive messages● Issuing CONVEX , CONVEX Online , and CONVEX International in-house Group

newsletters● Surveying Group employees on wide-ranging topics● Convening a Toppan Group Human Resource Development Committee andsharing personnel development information across the Group

Facilitating labor-management partnership● Convening business councils on a Companywide level and operational site level● Convening special committees to discuss pertinent issues of the day● Holding labor-management events● Holding labor-management committees for enhanced job satisfaction

Providing information on occupational safety and health; implementing
measures for mental healthcare● Developing safety promotion systems (e.g., building an information-sharing

network linking Group sites throughout the world; standardizing safety measures)● Operating Anzen Dojo safety training facilities; delivering and sharing
information on dojo initiatives (e.g., conducting dojo tours with hazard simulators
at domestic and overseas sites; organizing safety training; posting regular
newsletters on safety; etc.)

18● Welcoming community members to in-house events

Collaborating with NGOs and NPOs
● Holding the Toppan Charity Concert series to support literacy improvement● Organizing the Kanosei Art Project to support persons with disabilities● Organizing the Mirai Ne! (for a better-tomorrow) project to support SDG

education

National and Local Governments
Preparing for disasters● Participating in anti-disaster and fire-safety activities in the community

Stimulating communities● Supporting governments through business operations● Participating in community festivals and events

Supplying information for solving social issues and promoting policies● Holding lectures, etc. on the environment and community design● Answering questionnaires and surveys carried out by governments (e.g.,

government statistics)● Organizing and participating in events to present Toppan technologies, etc. topublic offices and municipalities

TOPPAN Sustainability Report 2022

Contents

Management

Introduction

Special Reports / TCFD

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

To Our Stakeholders | Toppan’s Sustainability Initiatives | Message from an External Director | Stakeholder Engagement | Progress in Toppan’s Sustainability Initiatives

Progress in Toppan’s Sustainability Initiatives
Contributing to achievement of the SDGs

2000

2011

●D
 efined Corporate Structure andBusiness Fields

2021

2019
TOPPAN SDGs
STATEMENT

Announced support for
TCFD recommendations●S elected material issues for business●E nriched climate change-related

Embraced theISO 26000 standards●G uidance on sustainability

activities

activities and Companywide
operations

2006
Became a signatory to theUnited Nations Global Compact●G uiding principles for sustainability activities

information disclosure

TOPPAN Business
Action for SDGs

Toppan Group CSR
Procurement Guidelines(second edition)●S et fiscal 2025 and fiscal 2030 targets for thenine areas of focus

Toppan Group
Human Rights Policy

2020
2014

Set targets for TOPPAN
Business Action for SDGs

●I
 dentified nine areas of focus

pertinent to Business Materiality
and set out future activities

2022
Revised the CSR procurement
guidelines into the Toppan Group
Sustainable Procurement Guidelines

Corporate
Structure
Corporate
Philosophy

1992

2009

2021

Corporate Creed

Toppan Printing Declarationon the Global Environment

Toppan Group Declarationon the Global Environment

Toppan Group
Environmental Vision 2050

Conduct Guidelines

Five approaches
in business
Shaping Toppan’s Business Fields

Markets & Customers
Four growth fields

Technology & Expertise
Five segments

SDGs

Accelerating DX and
SX initiatives

Reshaping the Business Fields

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

19TOPPAN Sustainability Report 2022

A corporation that creates social value

TOPPAN VISION 21

Growing into a truly sustainable corporation

Contents

Introduction

Management

Special Reports / TCFD

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendations

Special Reports / TCFD

FeatureP. 21 Special Report 1: The Aims of Toppan’s Human Rights Policy
P. 25 Special Report 2: Sustainable Procurement
P. 27 Special Report 3: Evolution of Activities Focused on the TCFD
P. 30 Climate Change Disclosure According to TCFD Recommendations

20

TOPPAN Sustainability Report 2022

Contents

Introduction

Special Reports / TCFDManagement

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendations

Special Report 1: The Aims of Toppan’s Human Rights Policy
Overview of the Toppan Group Human Rights Policy

Message

A policy devised to promote respect for human rights across the Toppan GroupThe fundamental tenet for the Toppan Group’s business is “respect for human beings.” This is expressed in the Corporate Philosophy of

TOPPAN VISION 21 , which sets out the values to be upheld by everyone working in the Group.

Shinichi Ohkubo

Executive Vice President &Representative Director

We will ensure Groupwide awareness of the policy through training, conduct due diligence to understand, prevent, and mitigate
violations associated with business, and begin full risk assessment in fiscal 2022.

Toppan Group Human Rights Policy

Approach to Individual Issues

We have now formulated and published our human● Child Labor, Forced Labor, and Human Trafficking

rights policy. We have always made “respect for humanbeings” the cornerstone of our activities and valued

Our Approach to Human Rights● Discrimination and Harassment

This policy is based on TOPPAN VISION 21 and the Toppan● Right to Collective Bargaining and Freedom of Association

employees as “human assets.” These concepts areGroup Conduct Guidelines. It sets out our commitment to● Occupational Safety and Healthfirmly entrenched in TOPPAN VISION 21 .

● Diversity & Inclusion● Right to Privacy

address human rights issues in order to fulfill our responsibility
to all stakeholders. To achieve this, we support and respect
international human rights norms, including the International
Bill of Human Rights, the International Labour Organization(ILO) Declaration on Fundamental Principles and Rights at
Work, and treaties pertaining to labor rights, such as those

The new policy is strongly related to the vision ofTimeline of Initiatives Related to Human Rights

1991	“Respect for human beings” stipulated in management

the Medium Term Plan published in May 2021. We
aim to be a leading provider of solutions to social
issues worldwide through digital and sustainable

policy2000	TOPPAN VISION 21 established and respect for humanrights included in Conduct Guidelinestransformation. Priorities are transforming ourportfolio, strengthening management foundations, andrelated to wages and working hours. Toppan is a signatory to the2003 Toppan Group Helpline establishedexpanding ESG initiatives. Human rights are closely

United Nations Global Compact and supports its Ten Principles

2006 Toppan joins United Nations Global Compact

linked to all of these. It is vital to consider them acrossas well as the Guiding Principles on Business and Human2015 Diversity & Inclusion Promotion Team formed

global supply chains. Human rights are also integral to

Rights. Our practices are based on these principles.

Health Management Declaration established

ESG practices and human asset management, which2019	Diversity & Inclusion Promotion Office launched

are critical for strengthening management foundations.

* The following are stipulated under the basic approach.

2020	Agreement on prevention of harassment concluded● Scope of Application

2021 Toppan Group Human Rights Policy established

and Regulations● Compliance with Applicable Laws

● Responsibility to Respect Human Rights● Human Rights Due Diligence● Remedy● Stakeholder Engagement● Education and Training

Responsibility for Human Rights● Management● Information Disclosure

Our policy is based on the UN Guiding Principles
on Business and Human Rights, a global standard. To
make the vision in our Medium Term Plan a reality, we

For details of the Toppan Group Human Rights Policy

https://www.toppan.com/en/about-us/our-corporate-approach/human-rightspolicy.html

21

will consistently put the policy into practice across theGroup.

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendations

Atsuko Miwa

Co-ChairJapan Civil Society Network on
SDGs（SDGs Japan）

Atsuko Miwa
Co-Chair
SDGs Japan

Hideo Okumura

Executive Officer
Personnel & Labor Relations Division
Toppan Inc.

2019, discussion surrounding human rights intensified. We
thought about whether we were doing enough and the extent towhich we could make commitments. We took a fresh look, notwanting to take human rights for granted. The new policy
expresses our approach based on the expectations ofinternational society.

Talking to a Civil Group about Toppan’s Human Rights Policy
Continuously enhancing awareness and sensitivity regarding human rights to advance sustainability
management

Miwa

It is essential to give validity to the Toppan Group Human Rights Policy by engaging in dialogue with stakeholders. We need to ensure

being about discrimination. It is definitely one of the most

initiatives are meaningful and look at the approach required to drive sustainability management globally. Hideo Okumura, Executive

serious violations, but understanding will be limited if thinking

Officer heading Toppan’s Personnel & Labor Relations Division, spoke to Atsuko Miwa, a Co-Chair of SDGs Japan.

is confined to discrimination alone.

There is great value in what you have done by taking a

fresh look at human rights and refusing to take them for granted.
In Japan there is a tendency to think of human rights issues as

OkumuraOkumuraFirst, I’d like to ask for your thoughts on the Toppan

Group Human Rights Policy.
Miwa

It is a well-conceived policy that fully considers a rangeof human rights. Even if you believe you are addressing theaccess to remedy. Unfortunately, few companies in Japan haveissue properly, you have to ask yourself if you are fulfillingbeen able to do that. What was the background to Toppan taking

responsibilities when held up to global standards. I want to be

this global perspective?

proactive in engaging with external parties to get an objective
understanding of the expectations of global society and whereof relevant issues. I am particularly encouraged by the fact that
responsibility to protect human rights covers the entire value

Okumurachain and by the clear inclusion of remedy for issues arising.

our activities. In a way, respect for human rights is part of ourRemedy is an important pillar of the UN Guiding Principles
on Business and Human Rights. To protect human rights, it is

I also feel there is a tendency towards a narrow view

vital to not just express respect for them, but to explicitly state“Respect for human beings” is fundamental to all

we are in relation to them.

DNA. However, having that in our DNA alone is not enough.

Miwa

Following publication of the TOPPAN SDGs STATEMENT indialogue.

22

It is important to refresh your awareness through

TOPPAN Sustainability Report 2022

Contents

Introduction

Special Reports / TCFDManagement

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendations

OkumuraThe next step is to ensure that the human rights

hurtful. Even when such incidents occur, someone should bepolicy is instilled across the Group, identify risks, and defineable to step in and deal with it. As we raise awareness, what

specific action. What are the key points for human rights due

kind of approach or mindset is expected outside the Company?

diligence?
Miwa
Miwa

Working to identify human rights risks, creating systems

When you expand globally, you can be subject toallegations regarding human rights from local communities andand frameworks, and simply applying them mechanically may

companies. When that happens, constructive dialogue is

not be successful. Systems are often created but not used

important. You must not end dialogue by saying you can only

properly. This applies to many companies. For example, if

respond so far because frameworks like the UN Guiding

someone encounters potential harassment, the key factors

Principles on Business and Human Rights are not legally

influencing whether they report it via a helpline or not are theirbinding. As a company with a human rights policy from a global

awareness and the effectiveness of the system. If everyone fully

perspective, I hope you can identify pragmatic and effective

understands human rights, they can pull out yellow and red

remedies through dialogue.

cards for violations when they or someone else could be

Miwa

affected. To prevent violations by raising the awareness of

Okumuraemployees, you have to listen to what people are actually dealingcase has a significant bearing on how things develop thereafter.

The way in which you respond to each individualwith and conduct relevant training.
Toppan conducts a wide range of training, in

If employees’ actions are based on an understanding of

the links between human rights and society, it can bringtremendous value. I look forward to seeing Toppan’s policy being
implemented across the Group and to the Company publishing

Miwa
Okumuravalue that contributes to society going forward.

Sometimes things that don’t seem directly related to

information on specific activities and outcomes.

human rights are in fact strongly linked to them. For example,

particular with respect to LGBTQ issues and other aspects ofthe structure of industry is changing drastically to drive

Okumuradiversity. We want to enhance programs to ensure people takedecarbonization, but this means some industries will fall into

the importance and extent of human rights. We will continue toownership of the issues. I hope to foster a culture in which we

decline and people will lose jobs. “Just transition” is an

engage with a wide range of stakeholders and consistently work

intuitively protect each other’s human rights. One in which

important concept for advancing change in a way thatto enhance our awareness and sensitivity on human rights.

people understand human rights properly and we see an end tosafeguards human rights. I hope Toppan takes a comprehensive

Thank you very much.

the kind of microaggressions where an off hand comment can beapproach without drawing lines between human rights, theThis has been thought-provoking and reemphasizedenvironment, and economy.
OkumuraToppan began in the printing business and is now

diversified, but the desire to “communicate information” isalways at our core. I’m sure that won’t change as the means tocommunicate expand from paper to digital media and possibly
to completely new forms in 20 or 30 years’ time. With theestablishment of the Toppan Group Human Rights Policy, I
want to ensure that everyone is reminded that respect for

Facilitator

Hidenori Imazu

General Manager
SDGs Project
Experience Design Department
Marketing Subdivision
Information & Communication
Division

human rights is the foundation for our business and to create

23

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendations

Project Initiatives and Challenges to Address
The Toppan Group Human Rights Policy was established in October 2021. Related initiatives will be advanced
across the Group worldwide.
Plan for the Toppan Group Human Rights Policy

Step 1

Commitment

Step 2

From ﬁscal 2022 (Monitoring and disclosure from ﬁscal 2023)

Formulate andpublish policy

Disseminate policy and include inrisk management system

Identify risks andanalyze key issues

PDCA cycle
Reﬂect priorities in work processes
to reduce risks

Create internal frameworks

Taking ownership tochange mindsets andbehavior

Yui Nakamura

Human Rights Due Diligence

Fiscal 2021

Interview

Supervisor
Personnel Department
Personnel & Labor Relations DivisionInterest in business and human rights is intensifying as
companies globalize. Toppan and other JapaneseMonitor and disclose our humanrights initiatives

Monitoring and disclosurecompanies have addressed issues such as harassmentand occupational safety and health, but we need to go
beyond conventional thinking and recognize our
responsibility across supply chains, consumers, andcommunities. It is vital that we renew our awareness andActivities in Fiscal 2021

encourage employees and business partners to takeJun 2021

Launched Toppan’s Human Rights Working Group

Future Initiatives

We have identified our five main risks as forced labor/humanownership of human rights issues, prompting change inJul 2021

Joined Global Compact Network Japan Working

trafficking, discrimination, inhumane treatment, right to privacy,

how people think and act. In addition to training, we plan

Group on Human Rights Due Diligenceand human rights governance across the Group.

to fulfill our responsibility to respect human rights by

Aug 2021

Drafted Toppan Group Human Rights Policy

We will conduct training at Toppan companies throughout

Sep 2021

Human rights policy and risks discussed by

the world to ensure that the human rights policy is understood.

companies globally and implementing corrective andToppan’s officers

We also plan to implement the PDCA cycle for human rights

preventative measures accordingly.

Oct 2021

Established Toppan Group Human Rights Policy

due diligence in fiscal 2022. Specifically, we will assess risks for

Identified Toppan Group’s main human rights risks

Toppan’s companies and stakeholders, conduct training andInformed leaders of related companies of the policy

other activities to mitigate and remedy risks identified, andEstablished Toppan Group Sustainabledisclose information as appropriate.

Nov 2021

conducting due diligence at roughly 200 Toppan

Procurement Guidelines
Jan-Mar 2022 Established framework for assessing, rectifying, andmonitoring risks
Mar 2022

Conducted human rights training for all employeesof Toppan Inc. (To be expanded to Group
companies globally in fiscal 2022)

24

TOPPAN Sustainability Report 2022

Contents

Introduction

Special Reports / TCFDManagement

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendations

Special Report 2: Sustainable Procurement
Revising the Procurement Guidelines
Raising value for Toppan and suppliers by enhancing sustainable procurement from a global perspective
The Toppan Group CSR Procurement Guidelines have been the foundation for activities conducted in cooperation with suppliers andsubcontractors. With growing attention on human rights, occupational safety and health, and the environment, businesses must now takespecific and broad-ranging approaches to supply chain management. We therefore added to and revised our guidelines, renaming them

Message
Hironori Majima

Director & Executive Officer
Manufacturing Management
Division

the Toppan Group Sustainable Procurement Guidelines in January 2022.

Key Points of Revision

Supply Chain Management

The Toppan Group has grown with its suppliers andsubcontractors. A variety of social issues have recently① Reorganized into nine themespresented challenges for sustainable procurement,

Version 2 (2014)

Revised (2022)

including the COVID-19 pandemic, human rights

Human Rights Added: Prohibition of infringing on the rights ofand Labor
local communities, etc.

violations, and damage due to climate change. To

Human
RightsHealth and
SafetyAdded: Maintaining occupational health andsafety; occupational injury; industrial hygiene; etc.

The
Environment

Environment

Added: Environmental permits; decarbonization;
air emissions; water use; etc.

AntiCorruption

Fair Businessand Ethics

Added: Preventing corruption; inappropriate
benefits; disclosure of information; etc.

Labor

Added

Legal Compliance and Respect forInternationally Recognized Standards
Information
Security

Business Continuity
Planning

overcome these, we need to work with suppliers andsubcontractors to drive sustainability across supply

ImpactonsocietyEnhancesupply chain
quality
Key suppliers
andsubcontractors

Quality and
SafetyEstablishing aManagement System

Toppan Inc.

② Added and clarified
・Revised content based on international guidelines
・Clarified requirements for suppliers and subcontractors
・Identified and clarified as headings what needs to be achieved

Timing2022

ToppanGroup

Expand tooverseas
Group

Expand no. ofcompanies
2022-2025

https://www.toppan.com/assets/en/pdf/sustainability/The_Toppan_Group_
Sustainable_Procurement_Guidelines.pdf

The new guidelines are composed of the Basic
Procurement Policy and the Sustainable Procurement
Standards. The policy states that Toppan employees
will observe the law and build fair and cooperative

Expandoverseas

Enhancequality2026-

By ensuring awareness of the guidelines across the supply chain
Details of the Toppan Group Sustainable Procurement Guidelines

chains.

relationships of trust with suppliers andsubcontractors. The standards present a wide range ofsocial issues that companies should address.
Toppan employees are expected to understand theguidelines and collaborate with suppliers andsubcontractors to target a sustainable society.
We ask our suppliers and subcontractors for theirand driving a cycle of implementation, audit, and correction, we

continued understanding and cooperation with thewill work with suppliers and subcontractors to accelerate

new guidelines.

sustainable procurement and enhance supply chain quality.

25

TOPPAN Sustainability Report 2022

Contents

Introduction

Special Reports / TCFDManagement

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendations

communities, and biodiversity.
We recognize the growing importance of preventing humanrights violations and addressing country risk. We procure about
60% of our lumber from overseas. We keep an eye on theinternational situation as a supplier and as a purchaser.
Toppan’s guidelines reemphasize the importance of doing sowhile identifying and countering potential future risks in view ofglobal circumstances.

Takuya Motohashi

Makiko Kobayashi

Printing Group
Printing Paper Sales Department Ⅱ
Printing Paper Sales Division
Nippon Paper Industries Co., Ltd.

Supply Chain Management Team
Purchasing & Cost Management Center
Manufacturing Management Division
Toppan Inc.

Q3

What is your thinking on advancing sustainability

activities across supply chains?

For a sustainable society, we need to reduce negative impacts onsociety and the environment at every stage of product life cycles.
Our paper is made into products by customers like Toppan. It is
important to ascertain environmental impact over the life cycleof our paper up to and including use, recovery, recycling, andAdvancing Sustainability throughout Supply Chainsdisposal. We also need to identify risks and challenges
throughout supply chains, implement countermeasures andWorking with suppliers to address social issues and create sustainable value

improvements, and disclose information appropriately.

We spoke to Nippon Paper Industries about the Toppan Sustainable Procurement Guidelines as seen from the supplier’s perspective andabout the importance of working together throughout supply chains. (Interviewer: Makiko Kobayashi, Toppan)

Q4

What are your expectations for Toppan’s sustainability

management going forward?

We would like to pursue activities with Toppan over the long
links with society and the environment. Our raw materialmaterial procurement at Nippon Paper Industries?

term to address issues facing society, including climate change,

procurement sections conduct regular surveys of wood material

resource circulation, biodiversity preservation, and respect for

Our slogan is to be a “comprehensive biomass company shaping

suppliers to confirm sustainability. We have acquired

human rights.

the future with trees.” We provide products that contribute to acertification for all 170,000 hectares of our forests in Japan andcircular economy. We do this by leveraging diverse technologies

overseas. We also employ our unique technologies to makeprepare for events and risks that are difficult to predict, as withand know-how to make the best possible use of wood resources

forests function even better as carbon sinks.

the pandemic and Russian invasion of Ukraine.

Q1

Can you tell us about major sustainability initiatives andunder a business model based on three types of circulation—

By working closely with Toppan and the entire supply

What do you think of the Toppan Group Sustainablecirculation of sustainable forest resources, circulation of wood

Q2

resources, and product recycling.

Procurement Guidelines?

Wood resources form the foundation for our group. It is
important to establish a sustainable supply chain considerate of

We also need to maintain and reinforce supply chains to

chain, we hope to create and deliver sustainable value to society.

They are robust guidelines for sustainable procurement that not
only confirm legality, but also consider human rights, labor,

26

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendations

Special Report 3: Evolution of Activities Focused on the TCFD
Toppan recognizes the scale of climate change’s impact on the Group’s business. We view analyzing climate change risks andopportunities and taking countermeasures to be vital management issues. We announced our support for the recommendationsof the TCFD in 2019, starting scenario analysis in accordance with the recommendations in fiscal 2020 and disclosing related
information in fiscal 2021.
Based on issues identified in fiscal 2020, relevant business divisions also participated in fiscal 2021, stimulating discussions
to enhance the accuracy of analysis and countermeasures. The results have been disclosed in line with the four thematic areas of
the TCFD recommendations. Details can be found on page 30.

About the TCFD
The Task Force on Climate-related Financial Disclosures(TCFD) was established by the Financial Stability Board toenhance disclosure of climate-related information in financial
reporting. Companies are expected to recognize andincorporate climate change risks and opportunities into theirIssues Identified in Fiscal 2020 Scenario
Analysis
1. Expanding scope

Fiscal 2021 Scenario Analysis andDisclosure

management strategies, and disclosed information isreferenced for ESG investing.

Business divisions participated in our TCFD Working Group to ensure a scenario analysis that reflects the characteristics of the business.

Climate change risks in overseas business need to be monitored
as we expand globally.

Working Group
members

Corporate divisions: (Opportunities) Corporate Planning; (Risks) Ecology Center,
Manufacturing Management
Business divisions: Information & Communication, Living & Industry, Electronics, DX Design

2. Enhancing content of opportunities
・Enhance content based on characteristics of the business andlink to the Medium Term Plan in financial impact assessment
・Raise the accuracy of financial impact assessment andScenario
Analysis

Scopecountermeasures

Business scope: Expanded to overseas operations managed by business divisions
Scenario definitions: 1.5℃ and 4℃ scenarios

Consideration in line with scenario analysis frame

MethodIdentify

1. significant risks/
opportunities

Disclosure

2. Definescenarios

Assess

3. financial
impactDefine4. countermeasures● Organize according to the TCFD’s four thematic areas—governance, strategy, risk management, metrics and targets● Link opportunity themes to DX and SX themes in alignment with the Medium Term Plan and business targets for

SDGs

27

TOPPAN Sustainability Report 2022

Contents

Introduction

Special Reports / TCFDManagement

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendations

Interview

Interview

Taking a fresh look at Toppan from multiple
perspectives

More precise analysis and assessment
With the IPCC’s Sixth Assessment Report stating there is no

To address the challenge of giving shape to businessdoubt that global warming is human-induced, and agreement

opportunities, we performed scenario analysis again in fiscal

being reached on the 1.5℃ target at COP26, we reviewed the2021 with a working team including staff from businessdivisions. Our discussions on the impact climate change will
have on the business environment went beyond the boundaries
of business divisions. We identified opportunities to exploit

1.5℃ and 4℃ scenarios for climate change risks to reflect the

Gaku Satomi

acceleration of mitigation initiatives. For transition risks, weJunior Manager
Corporate Strategy
Department
Corporate Planning Divisionapplied a new scenario to reassess and calculate carbon
pricing and other financial impacts under the expanded scope.

Hiroshi Asakawa

General Manager
Global Environmental Policy
Department
Ecology Center
Manufacturing Management
Division

Toppan’s strengths, organizing them systematically and linking

BCP and facilities personnel joined us for assessment ofthem to the Medium Term Plan. It was a chance to reassess

physical risks. We were able to conduct a more precise

Toppan’s distinctive characteristics and the challenges we need to address from multiple

financial impact assessment than last year by reviewing sites

perspectives. Going forward, we will enhance collaboration across the Group, reexaminethat could be damaged and going through potential damage point by point. We will

analyses as the environment changes, and work to realize opportunities.

continue to work to enhance resilience to climate change risks.

Takeaways from Scenario Analysis Discussions

Environmentally Friendly Products andServices

In the words of leaders from business divisions who joined the working group in fiscal 2021.

Information & Communication

The most challenging part of scenario analysis was plotting thebusiness risks, which are extensions of the present, against theopportunities that are part of the strategy to address the risks.

Driving commitment to targets
based on forecasts for the future

Yoshiyuki Nishikawa

ManagerBusiness Transformation Office andSDGs UNIT Promotion Project
Business Strategy Department
Information & Communication Division(Current position: Manager, GroupManagement Strategy Office)

Our business division will have to continue extensive
discussions on this.
We had to rely on qualitative information for forecasts,
and it was difficult to assess their appropriateness because it
depended largely on each person’s own sensitivity to changes
in the environment. The challenge now will be to set
quantitative targets based on the forecasts and drive

Our division is working to enhance ethical sales
promotion offerings. We plan, design, and pitch sales
promotion tools based on Toppan’s guidelines forenvironmentally friendly products, which cover material
selection, printing, processing, packing, use, disposal,
and recycling. We also hold supplier workshops toinform subcontractors of the guidelines.
We are advancing a range of activities for a circular
economy with other Toppan divisions, customers, andour external partners.

commitment to them, so we need to keep working on it.

28

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendations

The fundamental policy for the Living & Industry business

Living & Industry

going forward is to provide solutions to social issues throughsustainable transformation from a global perspective. The

Addressing the TCFD aligns
with the key theme for ourbusiness

Kenji Shinohara

General Manager
Sales Planning 1
Business Strategy Department
Living & Industry Division

TCFD advocates disclosure of business risks and opportunities
brought by global warming and other aspects of climatechange. Addressing this aligns with the key theme for ourbusiness. The business opportunities also line up with theMedium Term Plan. This process has allowed us to understandthe importance of the TCFD in relation to our business.
Our packaging business is divided into various types, suchas flexible packaging, folding cartons, and rigid plastics. The
opportunities and risks of each business line can sometimes
conflict with respect to TCFD-related impacts, so the process
has reemphasized the importance of optimizing business mix

Environmentally Friendly Products andServices
Demand for more readily recyclable mono-material
packaging is growing globally to drive a circular
economy.* Toppan’s GL BARRIER film delivers worldclass moisture barrier performance. We have a lineup
using various materials and will accelerate developmentof mono-material barrier packaging for all kinds ofproducts and contents.
*Many types of film packaging consist of multiple materials that
fulfill different roles. Mono-material packaging is composed offilm of a single material, enabling significant improvement inrecyclability by eliminating the need for separation.

and portfolio when looking at packaging as a whole.

Discussing the effects of rising temperatures furthered myElectronics

understanding of the impact of climate change and promptedme to take ownership with a more focused sense of urgency.

Reassessing strengths andweaknesses within the context
of climate change

Ryota Hosoya

Manager
Administration
Business Strategy Department
Electronics Division

Assessing our activities in the context of climate change
allowed me to reconfirm the strengths and weaknesses of eachbusiness.
In identifying opportunities and making quantitative
assessments, it was difficult to pinpoint the extent of the
impact of climate change. It was also challenging to estimate

Environmentally Friendly Products andServices
e-Platch is a solution that uses ZETA networks and IoTtechnologies to monitor environmental conservation
activities at factories. It can support efforts targetingzero emissions through services such as visualization of
power consumption, which is in development.

the impact for individual electronic components, which are thefocus of what we supply.
We need to continue efforts to clarify risks andopportunities and conduct quantitative assessment taking into
account factors other than climate change. I also think weshould always be mindful of the impact our activities have onsociety and reflect that perspective in the products andsolutions we create.

29

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendations

Climate Change Disclosure According to TCFD Recommendations
Toppan conducts business worldwide, and we recognize the scale of the impact of climate change on the Group. We consider

defines “expanding ESG initiatives” as a priority measure for the

climate change to be an important issue in sustainability management. In 2019, we announced our support for the

medium to long term, and we are strengthening efforts related

recommendations of the Task Force on Climate-related Financial Disclosures (TCFD), which was established by the Financial

to environmental, social, and governance (ESG) issues,

Stability Board. In 2020, we commenced scenario analysis based on the recommendations. We disclose the financial impact

including climate change.
The Board of Directors recognizes climate change as anrelated to climate change, and our responses, in accordance with the TCFD recommendations.

important issue in management strategy, and consideration is
given to climate change risks and opportunities in investments
After announcing our support for the TCFD recommendationsin 2019, we have been conducting scenario analysis anddisclosing related information since 2020.
In 1992, Toppan formulated the Toppan Printing
Declaration on the Global Environment, which set out our basic
philosophy on environmental conservation activities. In April
2009 we revised this declaration to create the Toppan Group
Declaration on the Global Environment, our basic philosophy
for more proactive Groupwide conservation activities.
In November 2019, we established the TOPPAN SDGs

Thematic Area 1: Governancefor business growth (including business portfolio transformation
centered on DX and SX for social issues).

a) Board of Directors’ Oversight of Climate-related
Risks and Opportunities

As for specific initiatives that address ESG issues, throughthe Management Committee, the Board of Directors receives
reports regarding the details of actions considered and discussed
by the Sustainability Promotion Committee. The Board

1) Organizational initiatives and the
responsibilities of the Board of Directors

discusses, monitors, and supervises target setting and progress.
Toppan’s Medium Term Plan

Under the key concept of “Digital & Sustainable

https://www.toppan.com/en/ir/management/policy.html

Transformation,” the Medium Term Plan from fiscal 2021

STATEMENT , setting out a commitment to integrate the SDGs
into management. The statement describes the “fulfilling,sustainable living” that Toppan wants to enable and identifies
environmental issues, including climate change, to be addressed

Governance Structure for Addressing Climate Change and Other ESG Issues
Board of Directors

through Companywide activities and specific business activities,

Reporting and supervisingrespectively.

Management Committee
Reporting and supervising

Sustainability Promotion Committee
Toppan Group ESG Management Promotion Committee

Coordinating

Executive Sustainability
Promotion Committee

Reporting and supervising

SDGs Promotion Project
Environment
Working Group

Communities
Working Group

People Working
Group

Corporate ESG Project
Coordinating

Human Rights
Working Group

Supply Chain
Working Group

TCFD Working
Group

Risk Management
Working Group

Coordinating

30

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendations2) R eceipt of reports by the Board of Directors
regarding climate-related issues—process andfrequency

Committee regarding the assessment and status of climate-

Each year in April, the Board receives and approves reports

issues into account.

related issues as well as target management. In addition, it
implements comprehensive decision-making with regard tosuch matters as management strategy, taking climate-relatedb) Organization’s Processes for Managing Climate
Change Risks
The Risk Management Working Group is responsible forformulating and advancing plans to address climate change

regarding greenhouse gas (GHG) emission results for therisks. Risks identified and assessed by the TCFD Working Groupprevious fiscal year under the Toppan Group Environmental

are reported to the Risk Management Working Group, and the

Vision’s Medium-and-Long-Term Environmental Targets, andreports regarding single-year GHG emission targets for the

Thematic Area 2: Risk Management

two working groups coordinate to define countermeasures.
Countermeasures are reported to the Sustainabilitya) Organization’s Processes for Identifying andAssessing Climate-related risks

Promotion Committee, and the approval of the Board of

the Board implements comprehensive decision-making with

Climate-related risks are identified in terms of several risk types

regard to such matters as management strategy, taking climate-in relation to Toppan’s business activities and the products andrelated issues into account.

services provided. Specifically, these risk types are existingc) How Processes for Identifying, Assessing,and Managing Climate-related Risks Are
Integrated into the Organization’s Overall Risk
Management

current fiscal year.
On a quarterly basis, the Board receives reports regarding
the assessment and status of climate-related issues. In addition,

Directors is obtained.

As for nonscheduled reports, in the event that new

regulations, new regulations, technologies, legislation, markets,regulations, systems, or the like pertaining to climate-related

reputation, and rapid and gradual physical change. The TCFD

issues are announced, through the Sustainability Promotion

Working Group under the Sustainability Promotion Committee

Toppan’s overall risk management is handled by the Risk

Committee, the Board receives reports regarding evaluations

identifies potential risks and opportunities associated with eachManagement Working Group, which is administered by theand responses from related internal departments. Based onrisk type and assesses financial impact and impact on brand

Legal Affairs Division’s Compliance Department.

these, the Board then discusses and decides on responses.

image. Risks and opportunities are then organized in terms ofb) Management’s Role in Assessing and Managing
Climate-related Risks and Opportunities
The Board of Directors has assigned responsibility for climate-

In identifying and assessing risks, those that could exert atheir relationship with the priority measures defined in thesignificant impact on management are considered to be

Medium Term Plan, such as driving the DX business and“significant risks.” Significant risks are identified each year byadvancing global business centered on SX, and arranged in

the Risk Management Working Group based on the results oforder of priority based on assessment of level of importance.

assessments by head office divisions responsible for each type

The TCFD Working Group periodically monitors existingof risk. Consideration is given to such factors as the results ofrelated issues to the Sustainability Promotion Committee

and new regulations related to climate change, including notrisk assessments at business divisions, subsidiaries, and Group(Chair: President & Representative Director).

only international agreements, related laws and ordinances, andcompanies; social conditions; and risks that could arise over the

regulations but also rules and guidance on matters such as

medium to long term.

The committee coordinates climate-related issue
assessments and countermeasures while cooperating with thecorporate governance and disclosure.

Climate-change issues are also identified as significant

TCFD Working Group, the Risk Management Working Group,

risks and included in the framework for overall risk

and the SDGs Promotion Project, which are under the

management.

committee.
Through the Management Committee, the Board of

See Risk Management on page 139

Directors receives reports from the Sustainability Promotion

31

TOPPAN Sustainability Report 2022

Contents

Introduction

Special Reports / TCFDManagement

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendations

Thematic Area 3: Strategy

In the fiscal 2021 scenario analysis, the Company utilized
two scenarios: the 1.5℃ and 4℃ scenarios. In addition toa) Climate-related Risks and Opportunities theOrganization Has Identified over the Short,
Medium, and Long Term

operations in Japan, where the majority of Toppan’s business is1) R eview status for risks and opportunities in theorganization's time frames (short-, medium-,and long-term perspectives)c) Resilience of the Organization’s Strategy, Taking
into Consideration Different Climate-related
Scenarios

conducted, scope was expanded to include overseas bases, andthe entire supply chain was considered, including R&D,

The following scenarios were used in scenario analysis. For the

procurement, production, and product supply. Long-term

1.5℃ scenario, the IEA’s World Energy Outlook 2021, Net Zero

forecasts up to 2050 were considered.

Emissions by 2050 Scenario was used. For the 4℃ scenario, the
IEA’s World Energy Outlook 2021, Stated Policies Scenario

See Special Report 3: Evolution of Activities Focused on the TCFD on page
27

(STEPS) and Announced Pledges Scenario (APS) were used.
The period covered was 2030 to 2050.
As a result of the scenario analysis, transition risks include

The time frames for risks and opportunities are as follows: short3) Climate-related issues with a large financial
impactincreased operational costs against a background of expansion

term plans, and long-term vision. Assessments of climate-

Under the 1.5℃ scenario, we reconfirmed that there are risks ofproduction due to water damage, such as flooding, at production

related risks and opportunities are conducted by related

increased costs accompanying the introduction of a carbon tax

sites, and increases in expenses for restoration.

departments.

and higher prices for purchased energy, and that, based on

Countermeasures include introducing renewable energy in achanges in consumer preferences, there are opportunities forstep-by-step manner, strengthening disaster-preparedness

increased sales of low-carbon-emission products and services

measures, and aiming to create and expand businessand for gains in corporate value.

opportunities related to such changes, based on the Medium

term, within 1 year; medium term, 2 to 3 years; and long term, 4
to more than 30 years. They are coordinated with the Company’sbusiness action plans, which are the fiscal-year plans, medium-2) P rocesses used to determine which risks andopportunities could have a material financial
impact on the organization

Under the 4℃ scenario, increased wind and flood damageof carbon pricing systems targeting the realization of carbon
neutrality worldwide. In addition, physical risks include halts inTerm Plan’s key concept of Digital & Sustainable Transformation.

resulting from higher atmospheric temperatures could lead toSpecifically, we will advance the development of DX solution

In implementing the scenario analysis, Toppan established thesuch risks as stoppages at major plants. However, Toppan isservices that contribute to the reduction of greenhouse gas

TCFD Working Group under the Sustainability Promotion

advancing countermeasures, such as BCP formulation.

emissions in the supply chain and expand the lineup ofCommittee. Personnel from relevant head office divisions andbusiness divisions participate in the TCFD Working Group to
identify significant risks and opportunities related to climatechange, assess the financial impacts, and consider measures
based on those assessments.
Business strategy personnel from major business divisions

sustainable packaging that offers improved recyclability andb) Impacts of Climate-related Risks andOpportunities on the Organization’s Business,
Strategy, and Financial Planning

contributes to reducing food loss.

*Provided on the following page.

future.

By continuing to conduct scenario analysis, Toppan will
enhance its accuracy, further drive its integration into
management strategy, and strengthen resilience to an uncertain

participated in the consideration of business opportunities infiscal 2021. Scenario analysis consideration was coordinatedwith the medium-term plans of each business division.
Financial impacts were assessed with a focus on more specificbusinesses, and countermeasures were considered.

32

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendationsb) Impacts of Climate-related Risks and Opportunities on the Organization’s Business, Strategy, and Financial Planning1) Impact of identified climate-related issues on business strategy
Scenario

Change in Social Trends

Time Frame

Financial Impact

Cost increases due to imposition of carbon
tax, emission credit trading

Mediumterm

MediumIncrease of 6.4 billion
yen from fiscal 2020

Implement Scope 1 + 2 GHG emission reduction activities in the Medium-and-Long-Term
Environmental Targets for Fiscal 2030, focused on the Toppan Group Environmental Vision
2050; monitor systems, renewable energy technologies, etc., from long-term viewpoint

Increase in operational costs due to rise inpurchased energy prices

Mediumterm

Small to medium

Implement Scope 1 + 2 GHG emission reduction activities in the Medium-and-Long-Term
Environmental Targets for Fiscal 2030, focused on the Toppan Group Environmental Vision
2050; monitor systems, renewable energy technologies, etc., from long-term viewpoint

Expansion of green-energy-related markets

Medium tolong term

MediumStrengthen production/sales of battery packaging materials for EVs, enter renewable-energyrelated businesses

Decline in existing paper media accompanying
digital shift

Mediumterm

Medium

Accelerate initiatives for business portfolio transformation, a priority measure in the Medium
Term Plan

Increase in customer needs for reducing GHG
emissions across the entire supply chain

Short term

LargeStrengthen resources for Erhoeht-X business, such as manufacturing DX support(NAVINECT, etc.) and digital BPO

DX

Expansion of opportunities for the use of pulp
from forest thinnings and FSC-certified paper

Short term

Small

Promote use of Cartocan, FSC-certified related products (paper products, etc.)

SX

Strengthening of
regulations for fossil
fuel-derived plastic

Expansion of needs for recycling of plastic
from packaging and materials

Medium tolong term

Large

Establish new recycling schemes; develop and bolster sales of recyclable products,
such as mono-material packaging

SX

Increase in raw materials
pricesIncrease in procurement costs

Mediumterm

Large

Research suppliers and develop new suppliers, research/consider alternatives, monitor systems/
markets from long-term perspective

Decrease in demand for carbon-emitting
products, such as disposable plastic products

Mediumterm

Small to medium

Accelerate initiatives for business portfolio transformation, a priority measure in the Medium
Term Plan

Increase in demand for low-carbon products,
reduced-plastic products

Short term

LargeStrengthen development/sales of ethical sales promotion products, sustainable packaging

Increase in risk of halt in operations at plants
due to flooding / water damage

Mediumterm

Large

Continue to consider alternative production plans for the long term, periodically gather
information about and take steps to address technology to prevent flooding

External discharge of chemical substances due
to flooding / water damage

Mediumterm

Small

Consider the possibility of leakage of chemical substances, formulate and implement
countermeasures

Expansion of next-generation communications
market due to growth in remote monitoring
needs

Medium tolong term

MediumChanges in rainfall andweather patterns

Water usage restrictions

Long term

Small

Increase in temperature

Increase in needs related to food loss / hygiene

Medium tolong term

Small to medium

Introduction of / increasein carbon tax

Increase in renewableenergy ratio

Strengthening of GHG
reductions at client
Transition companies
1.5℃
Scenario Strengthening of forest
protection

Changes in customer
preferences, increase inrequests for measures toaddress climate change

Physical
4℃
scenario

Increasing severity ofacute, extreme weather
conditions

Risks and Opportunities

Time frames: short term, within 1 year; medium term, 2 to 3 years; long term, 4 to more than 30 years
Financial impact: small, less than 1 billion yen; medium, 1 billion yen to 10 billion yen; large, more than 10 billion yen

Risk

Principal Countermeasures / Business and Services That Will Become Opportunities

Create communications-related products, such as products that use ZETA,
and metaverse-related products

DX

Consider alternative production plans to address water use restrictions; from a long-term
viewpoint, assess water usage and stress by region
Strengthen sales of functional barrier packaging, strengthen development of food loss
countermeasure solutions
DX

Opportunity

SX

SX

SX

Products and services related to Digital & Sustainable Transformation (DX and SX), the key
concept of the Medium Term Plan

2) Organization’s consideration of impact on business and strategy
To contribute further to the net zero society targeted by the Toppan Group Environmental Vision 2050, we are advancing business portfolio transformation centered on DX and SX as part of the Medium Term
Plan. We are in the process of executing a plan to invest approximately 60 billion yen in growth areas related to DX and SX, including R&D investment, between fiscal 2020 and 2022.

33

TOPPAN Sustainability Report 2022

Contents

Introduction

Special Reports / TCFDManagement

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendations

Thematic Area 4: Metrics and Targetsa) Metrics Used by the Organization to Assess
Climate-related Risks and Opportunities in Line
with Its Strategy and Risk Management Process
For climate-related risks, we have established the following as

Scope 1 and 2 Greenhouse Gas Emissions
Result values
1,400
1,350

1,250

renewable energy ratio; final landfill waste disposal; waste

1,200

For climate-related opportunities, we have established thefollowing indicators for business contribution to addressing
social issues, including climate change: percentage of operating
profit contributed by DX, SX, and frontier businesses; percentage
of barrier-technology-based packaging switched to monomaterial; number of proofs of concept for establishing recycling
schemes for packaging and sales promotion materials; numberof services contributing to GHG reductions; percentage of salesof sustainable packaging; and SX priority theme sales.

b) Scope 1, 2, and 3 Greenhouse Gas Emissions
In fiscal 2021, for the Toppan Group as a whole, Scope 1 and 2

1,373

1,175
2017

2019

2020

1,188
2021 (ﬁscal year)*For Scope 1 and 2 emissions, greenhouse gas (GHG) emissions associatedwith electricity consumption at domestic sites are calculated using
the adjusted emission factor according to the method specified in the
Ministerial Ordinance Concerning the Calculation of Greenhouse Gas
Emissions from the Business Activities of Specified Dischargers issued
by the Ministry of the Environment (MOE) of Japan. Meanwhile, GHG
emissions associated with electricity consumption at overseas sites arecalculated using country-specific conversion factors published by theInternational Energy Agency (IEA).
GHG emissions associated with fuel consumption, excluding
electricity consumption, are calculated globally by the MOE method
specified in the Ministerial Ordinance Concerning the Calculation ofGreenhouse Gas Emissions from the Business Activities of Specified
Dischargers.

Scope 3 Greenhouse Gas Emissions
Result values
6,200

fiscal year, the target for Scope 1 and 2 emissions was achieved,

6,100

methodology, and have been assured by an independent
assurance provider.

5,800
5,700

Medium-and-Long-Term Environmental Targets for Fiscal 2030,
which target carbon neutrality cited in the Toppan Group
Environmental Vision 2050; the Medium Term Plan; andTOPPAN Business Action for SDGs, which defines the areas offocus for Toppan to contribute to the SDGs.
For Scope 1 and 2 greenhouse gas (GHG) emissions, infiscal 2021 a 13.5% reduction compared to the fiscal 2017 level
was achieved. We will continue monitoring and take consistentmeasures to work towards target achievement. For Scope 1 GHG
emissions, such measures include systematically replacing
utility facilities used for long periods with high-efficiency
alternatives, installing systems to abate high-global-warmingpotential (GWP) gases emitted from semiconductor production
processes, and replacing those high-GWP gases with lowerGWP alternatives. Measures for Scope 2 GHG emissions
include making sure that operation of equipment used

Target values approved by SBTi (20% reduction
in fiscal 2030 compared to the fiscal 2017 level)

6,122

continuously is suspended during long vacation periods.
See environment-related results on page 16

6,122

6,000
5,900

See Mitigation of Global Warming on page 104

1,236

1,213

1,150

5,833 kt-CO2e. In comparison with targeted emissions for the2, and 3 emissions are calculated based on the GHG Protocolrisks and opportunities are set out in the Toppan Group

1,278

emissions were 1,188 kt-CO2e, and Scope 3 emissions were

but the target for Scope 3 emissions was not achieved. Scope 1,

The Toppan Group’s targets for management of climate-related

1,310

1,300

indicators: Scope 1, 2, and 3 greenhouse gas (GHG) emissions;plastic material recycling rate; and optimal water use.

1,373

Target values approved by SBTi (32.5% reduction
in fiscal 2030 compared to the fiscal 2017 level)c) Organization’s Targets for Management of
Climate-related Risks and Opportunities andProgress against Targets

5,918

5,911
5,833
5,839

5,801
2017

2019

2020

5,745
2021 (ﬁscal year)*Methods for calculating the Scope 3 GHG emissions are presented on page106.

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

34

TOPPAN Sustainability Report 2022

Contents

Introduction

Special Reports / TCFDManagement

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

Special Report 1: The Aims of Toppan’s Human Rights Policy | Special Report 2: Sustainable Procurement | Special Report 3: Evolution of Activities Focused on the TCFD | Climate Change Disclosure According to TCFD Recommendations

Toppan Group Environmental Vision 2050

Breakdown of Operating Profit in the Medium Term Plan
Actualto enable “fulfilling, sustainable living” by contributing todecarbonization, resource circulation, and the optimal use of

Electronics

Overseas
Living & Industry

Aiming for virtually zero Scope 1 and 2 greenhouse gas
emissions.

Priority businesses

Electronics

Information &Communication(traditional business)

Living &Industry

DX
Information &Communication(traditional business)

Living &Industry

Electronics

Overseas
Living &Industry

Existing
businesses

DX

Living &Industry

Prioritybusinesses

Information &Communication(traditional business)

Existing businesses

Existing businesses(Year ending March 2026)

Overseas
Living & Industry

DX

preservation of the global environment.

Target(Year ending March 2023)

Priority businesses

water through forward-looking activities with consideration for① Contributing to Decarbonization

Plan(Year ended March 2022)

As a member of international society, the Toppan Group aims

② Contributing to Resource Circulation

Frontier

Aiming for zero waste emissions.

③ Optimal Water Use

Reducing water consumption and contributing to improved
water quality by preventing pollution.

Toppan Group Medium-and-Long-Term
Environmental Targets for Fiscal 2030
① Contributing to Decarbonization

Reduce Scope 1 and 2 greenhouse gas emissions by 32.5%(446 kt-CO2e) compared to the fiscal 2017 level (1,373 kt-

CO2e).

(Renewable energy ratio of 6.5%)

Reduce Scope 3 greenhouse gas emissions by 20% (1,224 ktCO2e) compared to the fiscal 2017 level (6,122 kt-CO2e).

TOPPAN Business Action for SDGs (Environment: Sustainable Global Environment)
Creating a circular economy*1

Decarbonizing*1

Percentage of barrier-technology-based
packaging switched to mono-material

Number of services
contributing to greenhousegas reduction*2

Fiscal 2025

25 %（overseas 40%）

Fiscal 2030

30 %（overseas 50%）

Number of proofs of concept for establishing recycling
schemes for packaging and sales promotion materials*2
Fiscal 2025

30

Fiscal 2030

35

Fiscal 2025

20

Expanding eco-friendly
products and solutions*1
Percentage of sales of sustainable packaging
Fiscal 2025

Fiscal 2030

30

50 %

Fiscal 2030

SX priority theme sales
Fiscal 2025

200

billion yen

Fiscal 2030

*1 Targets revised in May 2022.
*2 Target figures are cumulative figures over the years leading up to the target year. (Other targets are for single fiscal years.)② Contributing to Resource Circulation

Reduce final landfill waste disposal by 60% (4,444 t)compared to the fiscal 2017 level (7,407 t).

Increase waste plastic material recycling rate by 12% (to65%) compared to the fiscal 2017 level (53%).

③ Optimal Water Use

Reduce water consumption, improve water efficiency, andavoid water pollution risks.

(Quantitative targets will be set going forward.)

35

100 %

TOPPAN Sustainability Report 2022

300

billion yen

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

SocialP. 37

Human Rights

P. 41

Supply Chain Management

P. 45

Employee Health & Safety / Work-Life Balance

P. 52

Diversity & Inclusion

P. 57

Human Assets

P. 68

Research and Development

P. 71

Intellectual Property

P. 74

Universal Design

P. 80

Total Quality Assurance

P. 82

Social Contribution Activities

36

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Human Rights
Basic Approach
Approach

PolicySupporting Human Rights Principles under the
UN Global Compact

Formulating the Toppan Group Human Rights
PolicyToppan has been participating in the United Nations Global

From its very beginnings, the Toppan Group has leveraged its

The Toppan Group regards human rights as a paramountCompact and therefore supporting its six principles of humanprinting technologies to provide solutions to wide-ranging social

principle guiding its business activities and sustainability

rights and labour since 2006.

issues in an unstinting effort to transcend the boundaries of theinitiatives.
Toppan continues to operate the Group’s business under thefoundational ethos of “respect for human beings.” A Toppan
Group Human Rights Policy based on this tenet was formulatedin October 2021. The Group calls for respect for human beings,
or more specifically respect for human rights, as the first
behavioral norm set under the Toppan Group Conduct
Guidelines. Basic Principle 1 of the guidelines includes
protecting individual dignity, prohibiting discrimination andharassment, prohibiting child labor and forced labor, andpromoting diversity and inclusion.
Toppan has also been taking measures to avoid humanrights violations that might adversely affect the lives of people
living near Group sites in the course of business. For example,
the Group promotes environmental conservation initiatives
based on the Toppan Group Declaration on the Global
Environment and the Basic Policy on Biodiversity.

printing business by responding to the needs of people and of
the times. The underlying tenet for these endeavors is respect for

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

LabourPrinciple 3: B usinesses should uphold the freedom of associationand the effective recognition of the right to collective
bargaining;
Principle 4: t he elimination of all forms of forced and compulsory
labour;human beings. The Toppan Group Human Rights Policy is anexpression of Toppan’s commitment to respecting human rights
across the Group’s operations as Toppan grows as a creator ofsocial value.

The Structure of the Toppan Group Human
Rights Policy

Principle 5: t he effective abolition of child labour; and1. O ur Approach to Human Rights

6. Stakeholder Engagement

Principle 6: t he elimination of discrimination in respect of
employment and occupation.

2. Scope of Application

7. Remedy

3. C ompliance with Applicable
Laws and Regulations

8. Education and Training

Environment
Principle 7: B usinesses should support a precautionary approachto environmental challenges;
Principle 8: undertake initiatives to promote greater environmental
responsibility; andPrinciple 9: e
 ncourage the development and diffusion ofenvironmentally friendly technologies.

Anti-Corruption

4. R esponsibility to Respect
Human Rights

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

Approach to Individual Issues● Child Labor, Forced Labor, and Human Trafficking● Discrimination and Harassment● Diversity & Inclusion

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

● Right to Collective Bargaining and Freedom of Association● Occupational Safety and Health● Right to Privacy

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

37

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Promotion Framework
Promotion framework

Identifying Human Rights Risks in the Printing
Industry
Human Rights Issue

ToppanEmployees

SupplyChain

Customers

Users

Communities

Medium

High

ー

ー

―

reporting of related matters by business partners.
More details on the Toppan Group Helpline (see page 131)
More details on the Supplier Hotline (see page 43)

Toppan has established a Groupwide framework for promoting

Forced labor / Human
trafficking

human rights initiatives led by the Corporate ESG Project, aChild labor

Low

Low

ー

ー

―

Discrimination

High

High

ー

ー

―

Medium

High

ー

ー

―

Freedom of association
Right to collective bargaining

Low

High

ー

ー

―

Working hours

Low

High

ー

ー

―

& Labor Relations Division oversees their implementation. The

Wages

Low

High

ー

ー

―

Right to privacy

High

High

High

High

―

Personnel & Labor Relations Division, Manufacturing

Ethical/responsible
marketing

ー

ー

Low

Low

―

Toppan organizes diverse forms of human rights training for

Freedom of expression

ー

ー

High

Medium―employees based on a fundamental ethos of respect for humancross-divisional team driving sustainability activities under the
Sustainability Promotion Committee chaired the President &Representative Director. The Board of Directors supervises theGroup’s key human rights efforts, while the head of the Personnel

Management Division, and Legal Affairs Division steer day-today human rights activities in collaboration with related
departments throughout the Group.

Human Rights Due Diligence
Approach

SystemInhumane treatment

AI and human rights

ー

ー

Low

Low

―

Product safety and quality

ー

ー

Low

Low

―

Health of local residents

ー

ー

ー

ー

MediumSanitation of soil, water, etc.

ー

ー

ー

ー

MediumRights of indigenous peoples

ー

ー

ー

ー

Low

*Toppan has categorized human rights issues by prioritizing humanrights risks as they relate to the characteristics of the Group’s businesses,
competitor trends, and international human rights standards. Five corehuman rights risks facing the Group have been identified through theprocess: the four risks shown above in red and “human rights governanceacross the Group” (not shown in the list).

Toppan supports the United Nations Guiding Principles on
Business and Human Rights and recognizes the need for due
diligence to ensure human rights. Toppan has analyzed andHuman Rights Training and Harassment
Prevention
Activity results, performance data

Training, education

beings.
While new managers and supervisors have been routinely
trained on human rights issues focused on harassment
prevention, a new program for the prevention of workplaceharassment covers all Group employees under an agreement on
harassment prevention reached with the Toppan Printing
Labour Union in April 2020. If any form of harassment comes tolight, the Group will investigate the case appropriately, mainly
through interviews with the parties involved, and strive to

Grievance Mechanism

resolve the matter promptly through measures such as corrective
or disciplinary actions against the persons responsible.

assessed human rights risks in the printing industry andUpon detecting a negative human rights impact caused or

identified five risks specific to the Group, in accordance with thecontributed to by its business activities, the Toppan Group willcase studies on human rights issues as a means of disseminating

Toppan Group Human Rights Policy formulated in Octoberwork to remedy the issue through appropriate means. If thethe Conduct Guidelines at their assigned workplaces and2021. In fiscal 2021, Toppan participated in the Human Rights

negative impact is found to be directly linked to the Group’s

enhancing the understanding of human rights across the Toppan

Due Diligence Working Group organized by the Global Compact

corporate activities through business relationships, Toppan will

Group.

Network Japan. The Group has spoken to companies at thework with the relevant stakeholders to fulfill its role inforefront of human rights initiatives as it works to develop its

The Conduct Guidelines Promotion Leaders also present

In fiscal 2021, all employees of Toppan Inc. and a numberof selected Group companies took part in e-learning courses on

remediation.

operational framework for human rights due diligence. Starting

The Toppan Group Helpline has been established as anfrom fiscal 2022, Toppan plans to mitigate and remedy humaninternal reporting system to be used by Group employees whenconcerning human rights. Similar training will be conducted

rights risks, mainly the five risks identified, through surveys andan infringement of human rights is suspected or discovered. The

across the Group in fiscal 2022.

interviews with Toppan Inc. and Group company stakeholders.

Group also operates a Supplier Hotline for the anonymous38

the Toppan Group Human Rights Policy and recent social trends

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Labor Rights

law and that the Company shall respect the union’s rights tosimulate and alert employees to workplace hazards are operatedorganize and collectively bargain and act.

at five Group sites around the world. A cumulative total of

Ensuring Appropriate Working Conditions

effort to refine Toppan’s Groupwide safety promotion activities

Toppan convenes labor-management committees every month toworks with industrial physicians and the Toppan Group HealthToppan’s labor union and management undertake various

review the actual working hours of employees and discuss

Insurance Union to drive primary prevention activities aimed atmeasures for labor-related human rights based on ameasures to regulate them at each Group site. The committees

ensuring workplaces are free of mental health problems.

fundamental policy stated in a collective labor agreement.

check and take steps to ameliorate cases of long working hours

Approach

SystemActivity results, performance data

Labor-Management Initiatives for Human Rights

The Toppan Printing Labour Union and Toppan’s

37,750 people have received dojo training as part of an ongoingoccurring either chronically or over extended periods. The

for the prevention of occupational accidents. The Group also

Paying Appropriate Wages

management have concluded the collective labor agreement inmeasures for reducing overtime work range from directorder to ensure stable labor-management relations, maintaincommunications, such as the sending of alerts to employees andToppan pays appropriate wages to Group employees by

and improve working conditions, and secure the corporate

their superiors through the Group’s work management system,

considering the local living costs and the minimum wages set

concord. This agreement sets forth a fundamental policy

to environmental adjustments, such as scheduled shutdowns forunder the laws and regulations of each country or region. In

between labor and management, the rules governing union

PCs and office lighting.

addition to providing the monetary remuneration and welfare

Toppan also strives to adapt to the “new normal” in the post-

and benefits legally required, the Group offers non-monetary

pandemic world and ensure appropriate working conditions that

support such as programs for enhanced job satisfaction, self-

support the autonomy of individual employees on all fronts.

actualization, and career development. The average annual

Toppan Inc. and seven Group companies. The union and the

Smart work and remote work systems have been introduced

salary at Toppan Inc., the parent company, was 7.00 million yen

management have concluded an agreement to impose a uniform

throughout the Group, along with smart devices that can be usedin fiscal 2021. The Company’s remuneration system for

set of liability-related clauses (rules governing union activities

in the same ways inside and outside of office environments.

determining employee wages is based mainly on the individual’s

activities and labor-management negotiations, and employment
conditions such as wages and working hours.
The Toppan Printing Labour Union is run by members fromcapabilities and roles and imposes no differential standards

and labor-management negotiations) on all eight companies
represented.

Fundamental Policy under the Collective Labor
Agreement

Securing Occupational Safety and Healthbased on gender. Remuneration is also determined uniformly

Safety masters, safety personnel, employees in charge of

Toppan plans to adopt an original job-based personnel treatment

engineering and safety, and other safety experts have beensystem in fiscal 2022 as a remuneration structure that enables

across the Group companies in Japan based on similar criteria.

deployed to operational sites across Japan under the safety

diverse employees to work actively in wide-ranging businessAs a fundamental policy between labor and management, Article

promotion structure of the Group. Toppan organizes safety

fields across the Group.

1 of the collective labor agreement, the General Principles,

training for all Group employees, both regular and contract

stipulates that the union and the management shall contribute

hires, as prescribed by the Basic Policy on Safety, Health, andto society through business operations and collectively work forFire Protection, a policy that prioritizes safety over all otherthe benefit of Toppan and the long-term stability of theconsiderations. Training content is extensive, including safety

livelihood of employees. The union and the management bothprograms mainly for forepersons as well as enhancement of

uphold this policy as a common goal. Article 2 of the agreement

intrinsic safety for machines and equipment through risk

clearly stipulates that the union has all the rights established byassessment. Anzen Dojo safety-training facilities outfitted to

39

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Gender Pay Gap between Male and Female
Employees at Toppan Inc.
Fiscal 2021

Basic Salary(Female / Male)

Total Remuneration(Female / Male)Managers

1:1.03

1:1.03Non-managers

1:1.12

1:1.30Shows the ratio of the average remuneration paid to female employees
compared with that paid to male employees.
The same salary system is applied to both male and female employees;
Differences arise mainly from differences in the grade and age compositionsof the employees.
*Basic salary: Monthly basic salary of regular employees*Total remuneration: Annual total remuneration, including bonuses forregular employees, overtime pay, and other allowances (including all
shortened-hour workers and employees who went on temporary leave
midway through the fiscal year; excluding new graduates not working forthe full year, mid-career hires, retirees, and employees on full-year leave)*Average employee age: Female employees 35.9, male employees 45.0

either their native languages or in languages that they could

nationality, gender, age, or disability. The Company hires diverse

understand, that there were no cases of unpaid wages or longhuman assets by delivering information on working at Toppan

overtime hours worked, that appropriate wages were paid in

to a broad range of people through company presentations,accordance with the hours worked, and that the living conditions

websites, and other media.

provided to the interns were comparable to those provided to
Toppan employees.

Questions deemed to be inappropriate in an interview setting

Pursuing Diversity and Inclusion

are listed in the manual to ensure that the interviewers avoid

Toppan positions diversity and inclusion initiatives as a critical

The Company also takes comprehensive steps to protect

management strategy to further advance the Group’s progress asapplicants’ human rights in recruitment. The interviewers, fora corporation that creates social value. The Group facilitatesexample, are required to sign written pledges regarding theongoing dialogue and promotes awareness to ensure mutual

handling of personal information.

any topics that could constitute employment discrimination.

respect and create psychologically safe workplaces where every
person can speak and act with dignity and without inhibition.

Starting Salary at Toppan Inc.

Toppan personnel who interview applicants receive a
recruitment manual and training on fair selection practices.

Toppan provides Group employees with support systems tobalance their work with childcare or nursing care, promotes the

Arranging Self-directed Career- and Skillenhancement Programs

The starting salary of new university graduates was 213,000 yen

employment of people with disabilities, and takes positive action(1,343 yen per hour) uniformly throughout Japan in fiscal 2021.

Toppan Inc. implements an annual Challenging Job System, ato advance the role of women. These measures have led toself-directed program to encourage all regular employees toincreases in the percentage of persons with disabilities in theProperly Operating Technical Internship Programs

consider their own career aspirations and develop skill-

workforce and the number of female managers and supervisors.

enhancement plans. The Company expects this system to

Toppan’s head office personnel collaborated with local general

initiatives to ensure that every employee works to create

nourish a problem-solving, can-do mindset. By assigningaffairs staff in a fact-finding survey conducted in fiscal 2021 toinclusive environments where every participant can feel at ease.

employees to positions suited to their individual motivations andassess human rights risks for foreign technical interns working

In addition to holding LGBTQ seminars open to employees

qualifications, the system optimizes personnel positioningat Group sites across Japan. They employed the Group’s originalacross the Group, Toppan has launched the TOPPAN ALLY

across the Company to energize each organization and reinforce

check sheets to verify the actual living and working conditions

initiative to encourage employees to express their alliance with

Toppan as a whole.

for the interns and whether the internship programs were being

LGBTQ individuals and introduced a system to extend therun in accordance with the requirements stipulated by thebenefits granted to employee spouses to same-sex and/or

exchange opinions with superiors on their career- and skill-

Ministry of Health, Labour and Welfare of Japan.

common-law partners.

enhancement plans. The structured approach to career planning

The Toppan Group also implements various LGBTQ-related

Toppan organized technical internship programs at 11
plants operated by three manufacturing subsidiaries in Japan (asof fiscal 2021).
The survey confirmed the following: that the employment
contracts concluded with foreign interns were explained inenhance the autonomy and independence of employees and to

The system also gives employees periodic opportunities tohelps employees design their own career paths and develop

Providing an Open Recruitment Environment

necessary competencies on their own initiative.

Toppan Inc. recruits university and high school graduates,

system to provide every employee with an equal opportunity for

mid-career personnel, and persons with disabilities regardless ofskill enhancement.

Toppan has also been running an in-house staff recruitment*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

40

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Supply Chain Management
Basic Approach
ApproachStandards, which are to be satisfied by suppliers andsubcontractors.
The Sustainable Procurement Standards comprise nine
sections: “legal compliance and respect for internationallyToppan believes that sustainable procurement throughout therecognized standards,” “human rights and labor,” “health andsupply chain is key to fulfilling social responsibilities andsafety,” “environment,” “fair business and ethics,” “quality andsupporting a sustainable society and has advanced activities

safety,” “information security,” “business continuity planning,”with suppliers and subcontractors based on the CSR

and “establishing a management system.”

Procurement Guidelines. Businesses must address human rights

Based on the Toppan Group’s Human Rights Policy,

issues, ensure occupational safety and health, protect the

Declaration on the Global Environment, and Basic Policy on

environment, and fulfill other corporate responsibilities. Toppan

Biodiversity, procurement departments also implement humanunderstands that it must manage the supply chain with more

rights initiatives and environmental conservation activities

concrete and diverse measures.

across the supply chain and take a proactive approach to the

The Group has therefore revised its CSR Procurement

on biodiversity and the environment.

sustainable use of raw materials to avoid or minimize impacts

More details on the Toppan Group Sustainable Procurement
Guidelines (third edition)
https://www.toppan.com/assets/en/pdf/sustainability/
The_Toppan_Group_Sustainable_Procurement_Guidelines.pdf

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

More details on the Toppan Group Declaration on the Global
Environment

https://www.toppan.com/assets/pdf/sustainability/The_Toppan_Group_
Declaration_on_the_Global_Environment.pdf

More details on the Toppan Group Basic Policy on Biodiversity
https://www.toppan.com/assets/en/sustainability/pdf/biodiversity.pdf

Guidelines into the Sustainable Procurement Guidelines,
adopting new themes aligned with society’s expectations. Toppan
will share the revised guidelines throughout the supply chain
and accelerate sustainable procurement practices with suppliers
and subcontractors through a cycle of operations, audits, andrefinements to enhance corporate value for all stakeholders.

Updating the Procurement Guidelines
In January 2022, the Toppan Group revised its CSR Procurement
Guidelines (established in 2007, previously revised in 2014) inline with recent trends in sustainable procurement such as newinternational standards and social demands. They are now called
the “Toppan Group Sustainable Procurement Guidelines.”
The guidelines consist of the Basic Procurement Policy, aframework to be observed by every Toppan department

The Structure of the Toppan Group Sustainable Procurement Guidelines
Basic Procurement Policy

Sustainable Procurement Standards

This is a basic policy that applies to all workers involved in procurement activities

These are sections that set out requirements for suppliers

at the Toppan Group.

and subcontractors*.

We fairly and impartially offer opportunities to all Business Partners and1. Legal Compliance and Respect for Internationallypotential Business Partners.

Recognized Standards

We comply with domestic and overseas laws and regulations and conduct fair

2. Human Rights and Labor

business transactions based on corporate ethics.

3. Health and Safety

We strictly control the information obtained through procurement activities.

4. Environment

We work to conserve the environment and reduce impact on the environment.

5. Fair Business and Ethics

We pursue QCD (Quality, Cost, Delivery) in order to meet the needs of the

6. Quality and Safetymarket.

7. Information Security

We work to foster mutual cooperation and build relationships of trust with

8. Business Continuity Planning

Business Partners.

9. Establishing a Management System

We promote sustainable procurement throughout the entire supply chain.

responsible for procurement or involved in operations linked to*“Subcontractors” are referred to as “Business Partners” inthese guidelines.

products and services, and the Sustainable Procurement

41

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Promotion Framework

Group Policies and Management Metrics on Sustainable Procurement

Promotion framework

Risks Identified by the Evaluation

KPI Benchmark or Management
Metric or Standard

Business
Partners
CoveredHuman
Human rights
Rights Policy initiatives

Identification of areas of risk in the
supply chain

Management metric: Dissemination andobservance of the Human Rights Policy

Key suppliers
andsubcontractors*

Basic
Procurement
PolicyCompliance violations (abuse of
bargaining position,
misappropriation); acts contrary to
accepted social ethics

Key suppliers
KPI benchmark: Monitoring on
compliance in procurement departments andand the assessment of monitoring results subcontractors*

Group Policy

Toppan has introduced the following policies and guidelines to
evolve sustainability management in the Group year by year: the
CSR Procurement Guidelines in 2007, the Toppan Group
Declaration on the Global Environment in 2009, the Basic Policy
on Biodiversity in 2010, and the Toppan Group Sustainable

Policy (detail)

Risk
Evaluation

Procurement Guidelines in 2022.
Personnel from the Purchasing & Cost Management Centerin the head office Manufacturing Management Division andother procurement departments across the Group lead initiatives(see the list on the right) to implement sustainable procurement

Sustainable
Sustainable
Procurement
Procurement
Standards
Guidelines

Procurement risks affecting theentire supply chain

in close cooperation with suppliers and subcontractors.

Key suppliers
Management metric: Evaluation of paper
andand material suppliers
subcontractors*

Operational Framework for Sustainable
Procurement

Development
and preparationof businessIn-house risk
continuity
assessment
planning (BCP)

Corporate ESG Project
Supply Chain Working Group

Manufacturing Management Division
Manufacturing
Technology Center
Quality AssuranceCenterPurchasing & Cost
Management Center

Domestic Group sites
Suppliers, subcontractors

Effective use ofresources andDeclaration
reducedon the Global
environmental
Environment
burden of any
type

Ecology Center

Basic PolicyonBiodiversity
Overseas Group sites

KPI benchmark: Number and percentage
of business partners (meeting theGroup’s sales criterion) that have signed Key suppliers
cooperation agreements and basic sale & andpurchase agreements stipulating thesubcontractors*
observance of the Toppan Group
Sustainable Procurement Guidelines

Supply disruption of materials,
components, or equipment caused
by earthquakes, storms, floods, thespread of new strains of influenza,
or other natural disasters

Management metric: Enhancement of
the business continuity competencies ofbusiness partners (through surveys andworkshops on BCP)

Key suppliers
andsubcontractors*

Management standards: Toppan Group
Admixture of hazardous substancesStandards for the Management of
into raw materials
Chemical Components of Raw Materials

All suppliers
andsubcontractors

Risks in relation to the sustainable
use of forest resources, materials
with potentially significant impact
on biodiversity

Proactive
approach to thesustainable useof raw materials
to avoid or
minimize
impacts on
biodiversity

Negative impact on biodiversity
caused by illegal logging

KPI benchmark: Verification of thelegality of lumber to promote thesustainable use of forest resources forpaper production

All paper
manufacturers
in the supply
chainManagement standards: Paper
Procurement Guidelines for the
Sustainable Use of Forest Resources

All paper
manufacturers
in the supply
chain

Supply stoppage of lumber causedby the depletion of forest resources
Supply stoppage of printing paperand suspensions of printing
operations

Suppliers, subcontractors*Key suppliers and subcontractors are the top 90% of business partners rated by transaction amount and partners that provide materials and components essential
for the Group’s business continuity.

42

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Sustainable Procurement Initiatives

Advocating the Basic Procurement Policy(Fair transactions by procurement departments)

Main Activities and Results
Activity results, performance data

Approach

Sustainable procurement should be built upon trust between the

Applying the Sustainable Procurement Guidelines

Toppan Group and its suppliers and subcontractors. Toppan has

The Toppan Group will implement the following measures inin transactions and deepen relationships of trust with businessfiscal 2022 to apply the Sustainable Procurement Guidelines

partners. The hotline is open for use by all suppliers andToppan has been promoting sustainable procurement

throughout the entire supply chain, in cooperation with

subcontractors of the Group.

throughout the entire supply chain by asking suppliers andsuppliers and subcontractors.
・Hold briefing sessions on the Sustainable Procurement
Guidelines

set up a Supplier Hotline to enhance transparency and fairness

Toppan also sends suppliers questionnaires to monitor

subcontractors to conclude cooperation agreements and basic

whether the Group’s procurement departments operate properly

sale & purchase agreements stipulating the observance of thein accordance with the Basic Procurement Policy in theirToppan Group Sustainable Procurement Guidelines. As of fiscal

transactions with the suppliers.

2021, Toppan has concluded the agreements with 86% of the・Perform self-assessments with questionnaires on theobservance of the procurement guidelines
・Conclude cooperation agreements and basic sale & purchasebusiness partners with annual transactions amounting to more
More details on the Supplier Hotline

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

agreements (stipulating the observance of the procurement

Group Human Rights Policy
・Check efforts to safeguard business continuity in the event ofa wide-scale disaster

Turning to the environment, Toppan advances sustainableprocurement in line with specific standards such as the

The Toppan Group promotes sustainable procurement based onMaterials and the Paper Procurement Guidelines for thethe Basic Policy on Biodiversity. To govern the procurement of

Sustainable Use of Forest Resources.

Standards for the Management of Chemical Components of Raw

raw materials, Toppan has formulated a set of paper
procurement guidelines to advance the sustainable use of paper,Management of Chemical Components of Raw Materials, a set

a resource representing 70% of the Group’s material input.

entire supply chain.

To assure the sustainable use of forest resources, the Group
cooperates with paper manufacturers in the supply chain toconfirm that the lumber they use for paper production is legallyMore details on the Toppan Group Standards for the Management ofChemical Components of Raw Materials (ver. 4.8)
https://www.toppan.com/assets/en/pdf/about-us/our-corporate-approach/chemical-components-of-raw-materials-v4.8en.pdf

agreements with all business partners that meet this sales

Conserving Biodiversity

The Group has also formulated its Standards for theof standards to control chemical components throughout thethan 10 million yen a year. The Group’s goal is to conclude
criterion by no later than fiscal 2025.

guidelines)
・Check efforts to act ethically in accordance with the Toppan

Briefing Partners on Guidelines and Concluding
Agreements

Briefing Sessions on Procurement Guidelines
Fiscal 2019

Fiscal 2020

Fiscal 2021

Number of business partners
briefed4

9

19

Cumulative total of business
partners

2,108

2,117

2,136

obtained.
More details on the Toppan Group Paper Procurement Guidelines
for the Sustainable Use of Forest Resources (second edition) (inJapanese)

Percentage of Business Partners that Have Signed
Agreements (Partners with annual transactions amounting tomore than 10 million yen)https://www.toppan.co.jp/assets/pdf/about-us/sustainability/2014/proc2014_06.pdf

Cumulative percentage ofagreements

43

Fiscal 2019

Fiscal 2020

Fiscal 2021

81％

84％

86％

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Enhancing the BCP Competencies of Suppliers (Surveys and workshops on BCP)

Verifying the Legality of Lumber in Paper
Production

workshops.

Suppliers need to prepare procedures in advance to ensure that

Out of the 185 suppliers surveyed, 20 participated in online

production can be promptly resumed when a wide-scale naturalin May 2010.

workshops and discussed BCP-related matters in fiscal 2021.

disaster or other emergency affects their operations. Toppan has

The Toppan Group formulated the Basic Policy on Biodiversity
The basic policy stipulates that Toppan “will take asurveyed the business continuity planning (BCP) of key

proactive approach to sustainable use by avoiding or minimizing

suppliers and called for their participation in the Group’s BCP

the impact on biodiversity” during raw material procurement

BCP Survey Results

operations. As a major procurer of paper, a resource
Fiscal 2019

Suppliers surveyed
Suppliers involved in workshops

Fiscal 2020

representing 70% of the Group’s material input, Toppan

Fiscal 2021

promotes the sustainable use of forest resources by surveying

Primary
Suppliers

Secondary
Suppliers

Total

Primary
Suppliers

Secondary
Suppliers

Total

Primary
Suppliers

Secondary
Suppliers

Total

81

60

141

48

115

163

63

122

185

Toppan monitors paper manufacturers to verify that the

13

4

17

14

6

20

lumber used for their products (representing more than 90% of

Suspended due tothe spread of COVID-19

Suppliers with enhanced BCP
competencies

2

7

9

2

1

3

2

1

3

Suppliers with enhanced BCP
competencies (cumulative total)

2

7

9

4

8

12

6

9

15

the legality of lumber as a raw material component of paper.

the Group’s total paper purchases by monetary value) is obtained
through legal channels. In a survey of 20 sites of 13 business
partners around the world in fiscal 2021, the Group confirmedthat all of the lumber procured from them was obtained legally.
In yen terms, these 20 partner sites supplied 91.8% of the paper

Monitoring Compliance in Procurement Departments
Toppan regularly asks suppliers to fill out questionnaires on
their transactions with the Group. With the questionnaire
results, Toppan monitors whether the Group’s procurement
departments operate properly in accordance with the Basic
Procurement Policy.
Information gleaned from the responses of 10 suppliers infiscal 2021 led to improvements in compliance in the Group’s

used by Toppan in fiscal 2021.

Monitoring Results

More details on the Toppan Group Basic Policy on Biodiversity
https://www.toppan.com/assets/en/sustainability/pdf/biodiversity.pdf

Fiscal 2019

Fiscal 2020

Fiscal 2021

Suppliers thatanswered thequestionnaire

10

17

10

Cumulative total of
suppliers responding

134

151

161

Survey Results on the Legality of Lumber for Paper
Production (Paper suppliers representing over 90% of theGroup’s paper purchases)

Fiscal2019

procurement operations.

Paper suppliers surveyed

Fiscal
2020

Fiscal
2021

16*

13*

13*

Purchase price basis

92.4%

90.0%

91.8%

Percentage of lumber sources
verified as legal

100%

100%

100%

*Paper suppliers subject to a higher risk of noncompliance over the mostrecent three-year period

44

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Employee Health & Safety / Work-Life Balance
Basic Approach
Approach

Toppan values its employees as precious “human assets,” andunderstands how deeply it depends on them. The Group isconvinced that human assets perform to their full potential when

for the entire Toppan workforce, including both regular andinsurance union, and general affairs departments in business

contract employees, towards the complete elimination ofdivisions throughout the Group.

occupational accidents. The Group will maintain its efforts toeliminate occupational accidents in fiscal 2022.

Labor-Management Partnership*The term “health and productivity management®” is a registered trademarkof the Workshop for the Management of Health on Company and
Employee of Japan.

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

To support motivated, vigorous, and earnest work, Toppan
promotes rewarding working conditions and healthcare andsafety initiatives in cooperation with the Toppan Printing Labour

positions as partners with shared ideals. They have beenworking together on various issues on an equal footing. Businessthey are vigorous, earnest, and driven.

Promotion Framework

councils are convened as cross-divisional and operational-sitebased forums to discuss wide ranging managerial issues. Several
special committees are also convened to deliberate pertinent

Promotion framework

issues of the day. Standing committees meet to discuss issues

Union (“the labor union”) and Toppan Group Health Insurance
The Personnel & Labor Relations Division in the Toppan headsuch as working hour reductions, wages, and safety and health.

For employee health and safety in particular, Toppan has

office coordinates with general affairs departments in businessIndividual labor-management committees meet wheneverundertaken various activities based on the Health Management

divisions across the Group to implement various measures onnecessary to discuss specially designated subjects, such as the

Declaration (established in 2015; revised in 2019) and the Basiclabor matters in consultation with the labor union. The division

creation of a working environment amenable to enhanced job

Policy on Safety, Health, and Fire Protection (updated in April

also spearheads the development of employee healthcare andsatisfaction.

2020 from the Basic Policy on Health and Safety formulated insafety initiatives in cooperation with the labor union, the health

Union (“the health insurance union”).

The Health Management Declaration clarifies healthmanagement policies for maintaining and enhancing the healthof Group employees. From a viewpoint of “health andproductivity management®*,” this declaration visualizes andreorganizes health promotion measures and action plansorganized by the Group and the health insurance union. Two

Structure for Health Management Promotion
Head of health management

General aﬀairs departments
at Group sites

Health management
promotion supervisor

Toppan Printing Labour Union(President & Representative Director)

as measures to support work-life balance. The second is tocontribute to society through health-related businesses that
support health promotion activities undertaken in communities.
The Basic Policy on Safety, Health, and Fire Protection,
meanwhile, enunciates a “safety first” principle as a top priority

Safety and Health Committee(Director in charge of personnel
and general aﬀairs departments)

Industrial physicians

Collaborating in
implementing measures

aims are pursued. The first is to further promote the health of
employees and their families through various approaches, such

Toppan Inc. has adopted a union shop system. In principle,
all non-managerial employees belong to the labor union as2010).

Clinics and medical specialists
Industrial counselors

Health Management
Promotion Council

Toppan Group Fraternal
Beneﬁt Society

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

*7,064 union members out of Toppan Inc.’s total workforce of 10,951
employees

Health Management
The Toppan Group has formulated a structure for promoting“health and productivity management®” by establishing a HealthManagement Promotion Council overseen by the President &Representative Director as the head of health management.
Representatives from the Group and the health insurance union

Collaborating

Collaborating

Departments involved
in healthcare businesses Collaborating

members.

Public relations
division

45

Corporateplanning division

meet to establish key targets and key performance indicator(KPI) benchmarks for employee healthcare initiatives. The
TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

council discusses, implements, verifies, and improves various

fiscal 2017, one in China and another in Thailand. Toppan willcompanies and regularly holds safety sessions for frontline

healthcare measures to achieve the targets and benchmarks.

continue to refine Groupwide safety promotion activities tooperators according to the same operational scheme applied inprevent occupational accidents, with support from the five dojos

Japan. Anzen Dojo tours with hazard simulators were conductedacross Japan and two dojos overseas.

to ensure employee awareness of potential dangers in

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

More details on the Basic Policy on Safety, Health, and Fire
Protection (in Japanese)

https://www.toppan.co.jp/about-us/our-corporate-approach/safety-policy.html

Companies and organizations outside of the Toppan Group

operated by Giantplus Technology Co., Ltd. (November 2019),

the Kawaguchi dojo , inquiries on the use of dojos at the otherand several Group sites in Indonesia and Thailand (May 2020).

four plants are also welcome.

On a cumulative basis, more than 37,750 Group employees

The Kawaguchi dojo is equipped with a virtual reality (VR)

Occupational Safety and HealthApproach

workplaces at four Group sites in the U.S. (May 2019), two sites

come to train at the domestic dojo facilities. While most train atand visitors from around the world have taken safety training

simulator to train employees and guests in the handling ofsince the dojo facilities opened. The number of trainees fromworkplace hazards. The dojo also uses mechanical simulators tocompanies and organizations outside of the Group has beenfamiliarize trainees with the dangers of dust explosions andexposure to hazardous chemicals.

Activity results, performance data

2017年10月にタイ・サイアムトッパン、
2018年per1月に中国・リーホォン東芫工場に「トッパングループ安全道場（以下安全道場）」
limited to about 200
year since fiscal 2020, mainly as aを開設しましたが、今後は他の海外事業所にも順次安全体感道場を開設し、その現地に合せた安全教育を強化して参ります。
consequenceof site closures during the COVID-19 pandemic.
今回開設された海外2カ所の「安全道場」では、これまで国内で培ってきた知見を活かし、また海外事業所の実情に合わせた展示、体感設備の導入と、運用体制の構築を行っています。
Notwithstanding the 2020 slowdown, a cumulative total of 5,607運用体制については、国内と同じように安全師範を現地にて要請し、定期的に現場オペレーターを集めて、安全教育を実施しています。

visitors from 716 entities have been trained at the dojo facilities（中国・リーホォン東芫工場の安全道場）

Safety masters, safety personnel, employees in charge ofsince they were launched.

engineering and safety, and other safety experts have been

Toppan has also been using VR technologies to produce

deployed to operational sites across Japan under the safety

hazard simulation content since 2019.

promotion structure of the Group. Toppan organizes safety
training for all Group employees, both regular and contract
hires, in accordance with the Basic Policy on Safety, Health, andIn total, 17,497 Group employees have been trained onMore details on Toppan’s Anzen Dojo initiatives (in Japanese)

https://www.toppan.co.jp/about-us/our-corporate-approach/safety-policy/
anzendojo.html

Fire Protection. The training takes many forms, from safety
programs mainly for forepersons to risk assessment courses toenhance the intrinsic safety of machines and equipment.

Operating Anzen Dojos Overseas

Anzen Dojo

Two Anzen Dojo safety-training facilities were recently opened

simulated workplace hazards in Anzen Dojo VR tours organized2017年10月にタイ・サイアムトッパン、2018年1月に中国・リーホォン東芫工場に「トッパングループ安全道場（以at55 operational sites across Japan. The innovations adopted atを開設しましたが、今後は他の海外事業所にも順次安全体感道場を開設し、その現地に合せた安全教育を強今回開設された海外2カ所の「安全道場」では、これまで国内で培ってきた知見を活かし、また海外事業所の実
dojos for remote hazard simulation training during thetheに合わせた展示、体感設備の導入と、運用体制の構築を行っています。
運用体制については、国内と同じように安全師範を現地にて要請し、定期的に現場オペレーターを集めて、（タイ・サイアムトッパンの安全道場）
COVID-19 pandemic have heightened the safety awareness of
安全教育を実施しています。

Group employees overall.

（中国・リーホォン東芫工場の安全道場）

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

Anzen Dojo safety-training facilities outfitted to simulate andPackaging Co., Ltd. in Thailand in October 2017; another atalert employees to workplace hazards have been operating at

Toppan Leefung Packaging & Printing (Dongguan) Co., Ltd. in

the Kawaguchi Plant in Saitama Prefecture, Takino Plant in

China in January 2018.

Hyogo Prefecture, and Fukuoka Plant in Fukuoka Prefecture for

These overseas facilities leverage the Group’s expertise on

years. More recently, new domestic dojos have been establishedsafety training cultivated at similar dojos in Japan. Both facilities

at the Gunma Central Plant in Gunma Prefecture (in fiscal

are equipped with safety-related displays and hazard simulators

2020) and the Shiga Plant in Shiga Prefecture (in fiscal 2021).

optimally selected for the working conditions at their sites.

Dojo facilities were also set up at two overseas Group sites in

Toppan fosters onsite safety masters for overseas Group46

TOPPAN NEWSROOM : Toppan Printing Opens Anzen Dojo Safety
Training Facilities Overseas
https://www.toppan.com/en/news/2018/03/newsrelease180308.html（タイ・サイアムトッパンの安全道場）

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Anzen Dojos Opened

Data on Occupational Accidents

Domestic Group Sites

The Toppan Group continued safety activities towards the

Fiscal 2010 Kawaguchi Plant (Kawaguchi, Saitama)complete elimination of occupational accidents in fiscal 2021.

Fiscal 2015 Takino Plant (Kato, Hyogo)
Fiscal 2015 Fukuoka Plant (Koga, Fukuoka)
Fiscal 2020 Gunma Central Plant (Ora, Gunma)
Fiscal 2021 Shiga Plant (Higashiomi, Shiga)
Overseas Group Sites
Fiscal 2017 Siam Toppan Packaging Co., Ltd. (Thailand)

There have been no occupational accidents leading to the deathof a regular or contract employee in the Toppan Group in thelast three years.

Occupational Accidents

Fiscal 2017 Toppan Leefung Packaging & Printing(Dongguan) Co., Ltd. (PRC)

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

2017
Deaths from occupational accidents
Frequency rate*1
Severity rate*2

Safety Promotion Department) coordinates with the
Manufacturing Management Division to convene safety
meetings at Group sites across Japan. The members gather toassess and deliberate the ongoing safety measures applied tomachines and equipment and the activities undertaken to
mitigate health and safety risks.
Safety meetings were held at 26 operational sites in fiscal
2018 and 35 sites in fiscal 2019. The scheduled onsite meetings
during the COVID-19 pandemic in fiscal 2020 were cancelled torestrict the entry of members into the plant premises of otheroperational sites. In place of the safety meetings, remote safety
checks were arranged at Group sites all across Japan. By
reviewing records of occupational incidents in fiscal 2020,
Toppan selected which of the operational sites were to hold

2019

2020

0

0

0

0

Toppan Inc. and some of its subsidiaries*3

0

0

0

0

0

Toppan Inc.

0.000

0.048

0.144

0.095

0.046

Toppan Inc. and some of its subsidiaries*3

0.307

0.210

0.342

0.238

0.444

Toppan Inc.

0.000

0.001

0.003

0.001

0.001

Toppan Inc. and some of its subsidiaries*

0.005

0.008

0.007

0.004

0.014

Deaths from
Occupational Accidents

Frequency Rate*1

Severity Rate*2

0

0.046

Toppan Inc.

0.001

Some of its subsidiaries*

0

0.759

0.024

Subtotal

0

0.444

0.014

Domestic related companies*4

0

0.645

0.016

Overseas affiliates*5

0

2.016

0.048

Total

0

1.008

0.026

3

*Period covered: January 1–December 31*1 Number of occupational accidents requiring employee leave, per million cumulative actual working hours (reflects thefrequency of occupational accidents)*2 Number of workdays lost as a consequence of occupational accidents, per thousand cumulative actual working hours(reflects the severity of occupational accidents)*3 Entities covered: 27 domestic subsidiaries under the control of Toppan Inc.’s business divisions*4 Entities covered: 36 domestic related companies*5 Entities covered: 79 overseas affiliates

safety meetings, mainly in a remote format, in fiscal 2021. The
Group plans to resume the onsite meetings from the latter halfof fiscal 2022, if COVID-19 conditions permit.

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

.

47

2021

Toppan Inc.

3

2021

2018

TOPPAN Sustainability Report 2022

0

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Measures for Mental Healthcare
ApproachPromotion framework

Activity results, performance data

Developing an Original Stress Check Systemfindings. This system automatically prescribes tailored forms of

The Toppan Group has analyzed extensive data from employee

employees in need can access without surrendering personallystress-checks and from specialists overseeing mental healthidentifiable information. Stress checks are also arranged two

mental hygiene support, such as video coaching programs thatproblems at the workplace. The risk factors for mental illness

times yearly for graduates who have been hired in the previous

Toppan works with industrial physicians and the Toppan Groupidentified so far include not only excessive stress, but also

48 months. These checks attest to the Group’s redoubled mental

Health Insurance Union to undertake various measures for thephysical and mental conditions linked to unhealthy lifestyles

healthcare efforts for new hires.

prevention of mental health problems at the workplace. The

and major changes in personal and working environments.

measures broadly cover “primary, secondary, and tertiary

Toppan has developed a comprehensive stress check andof group analyses to help them improve their workplace

prevention” strategies, as well as prevention-focused approaches

support system using an original algorithm based on theseenvironments across the Group.

In parallel, managerial staff receive feedback on the results(“fundamental prevention”) to reinforce the physical and mental
health, communication skills, and team strengths of individual
employees.

Overview of Mental Healthcare Activities
Self-care

Toppan develops in-house training programs and training
materials attuned to its internal mental healthcare needs bymaking extensive use of diverse knowledge and research fromoutside of the Group. Training programs embrace theories andmethods such as cognitive behavior therapy, clinical art therapy● Good physical and mental

Fundamental
Prevention

condition● Communication skills● Preparedness forenvironmental changes(via the Art Salon workshop), the five factors & stress (FFS)

educational training also takes many forms, such as training forPrimary
Prevention

new employees, rank-based training, division-based training,

prevention and special care for remote working are also

● Good physical and mental

condition● Guidance on addressing

environmental changes

workshops at workplaces, and training for candidates foroverseas assignments. Emerging challenges such as harassment

Secondary
Prevention● Lifestyle modification● Consultations by specialist

physicians

addressed in the Group’s training regime.
Toppan has established several rehabilitation programs to
support employees during and after mental healthcare leave. A● Motivation● Harassment prevention● Anger management

Care Using Resources
within the Group● In-house training andeducational materials

Care Using Resources
outside of the Group● In-house seminars byexternal lecturers● External seminars

Mental stress checks

theory, and Adler’s theories of individual psychology, as well as
front-line findings on physical and mental condition. Toppan’sLine Care(by managers and supervisors)● Improved workplaceenvironments via group
analysis● Interviews by physicians● Consultations by internal● Ongoing treatment

step-wise, three-month return-to-work program helps returning

programs (EAPs)

counselors● Interviews, etc. held in cooperation with supervisors,

general affairs departments, industrial physicians, and theToppan Group Health Insurance Union● Interviews, etc. held in cooperation with supervisors,

Tertiary
Prevention● Employee assistancegeneral affairs departments, industrial physicians, and theToppan Group Health Insurance Union● Cooperation with family

doctors and consultant
physicians● Return-to-work programs● Return-to-work drills● Program for determining when to return to work

employees maintain a good balance between work and medical
treatment. By gauging an employee’s readiness for a return to theworkplace, this system has been effectively preventing theexacerbation or recurrence of mental burdens.

48

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Work Styles
Approach

SystemActivity results, performance data

introduction of new systems. Labor and management at eachgranted leave for celebration and condolence and receive

operational site also discuss approaches to creating moreallowances, wedding gifts, and other benefits.

accommodating workplace environments that encourage
employees to take leave. The measures they have devised andAnnouncing a Common Employer’s Action Plan

Labor representatives and management at Toppan Inc. have

implemented are tailored to the actual working conditions atbeen engaged in a vigorous dialogue since 2019 to devise

their sites. The target paid leave set by the Company is at least

Toppan Inc. has been publishing its common employer’s action

approaches to achieving flexible work styles. A remote work

10 days per year per employee. Employees who have worked forplan based on the Japanese Act on Advancement of Measures tosystem was adopted on October 1, 2020, after the completion of

the Company for 30 consecutive years are honored with a

Support Raising Next-Generation Children.

a series of teleworking trials. This new system covers working

reward for long service, along with a period of leave.

arrangements of three types: working from home, working fromsatellite offices, and mobile working. The Company has also

2018. In parallel, the Company’s discretionary work system has
been expanded to achieve full-time working from home. To spur
innovation, Toppan has revised existing working arrangements

working environment that supports balanced work and family

Annual Paid Leave Used at Toppan Inc.

abolished the regulation requiring that core working-times be
set for employees under the smart work system introduced in

The common employer’s action plan aims to develop a

Average paid leave used(days)
Average ratio*

life for employees with young children. Employers are expected

Fiscal2017

Fiscal2018

Fiscal
2019

Fiscal
2020

Fiscal
2021

10.3

10.3

11.1

10.3

10.5

55.1%

54.9%

60.6%

55.2%

57.0%

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

and introduced new systems to align with a new-normal work
style suitable for the post-COVID-19 world.
Beyond these work system improvements, employees

Achieving a Good Work-Life Balance

to design a plan primarily to arrange varied working conditions
for diverse employees, including those not raising children.
More details on Toppan Inc.’s Common Employer’s Action Plan
(fifth term; in Japanese) based on the Japanese Act on Advancementof Measures to Support Raising Next-Generation Children
https://www.toppan.co.jp/assets/pdf/sustainability/
toppan20200630_actionplans5.pdf

Housing for Single Employees

continue to receive training that encourages and equips them to

Various systems and measures are in place at Toppan Inc. toestablish their own work styles within the new-normalbalance work and life for employees: worksite cafeterias andToppan Inc. is updating its housing for single employees. In

environment. Employees learn to set individual goals, commit

exercise equipment, dormitories for single employees, and resort

March 2020, the Company completed the construction ofthemselves to completing incremental tasks towards their goals,

facilities at offsite locations; a system to encourage property

Toppan Heights Higashi Jujo in northern Tokyo, a residence

and strive to actively collaborate with diverse people inside andaccumulation through savings and financing; asset-building

developed to achieve a better work-life balance by shortening

outside of the Toppan Group.

support through stock ownership and various types of collective

commutes to Toppan’s main operational sites and providing a

insurance; enhanced support systems to maintain good work-

secure, comfortable living environment. Toppan Heights Higashi

Supporting Work-Life Balancecare balance for employees with children and nursing care

Jujo is equipped with Toppan’s newest décor products designed

responsibilities; sick leave and extended leave; retirement

for comfortable living in a next-generation residential

At the ongoing business councils and labor-management

benefits and corporate pension; and enriched systems for living

environment. As added amenities, a soundproofed theater roomcommittees to support work-life balance, Toppan Inc.’s laborsupport. The Toppan Group Fraternal Benefit Society,and common lounge facilitate communication among residents.

representatives and management exchange opinions andmeanwhile, runs welfare programs for leisure, health promotion,

deliberate measures to further shorten overtime working-hours

and life design support. To assist diverse employee lifestyles, theand comply with the revised Labor Standards Act of Japan. They

Company’s spouse-related systems were revised to accommodate

have also been analyzing actual overtime practices, reviewing

same-sex partners and common-law marriage on July 1, 2020.

the use of recently adopted working systems, and examining the

Employees with same-sex and/or common-law partners are now

49

Exterior view

Latest Toppan décor
products

LoungeTOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Main Leave Systems and Family Benefits

Office Environments Designed for Diverse Work
StylesLeave Systems, Family Benefits, and Work-Life/Next-generation Support Measures
Stock Leave

If annual paid leave is left unused for two years after it is granted, up to 50 days of the leave can be accumulated as
stock leave. Employees are eligible to use their stock leave for reasons such as medical treatment for themselves or theirspouses, healthcare or nursing care for their families, fertility treatment, recovery-work in the aftermath of unexpecteddisasters, or the closure of their children’s schools or the like because of infectious diseases, natural disasters, or otherserious incidents. (To be taken in half-day allotments, as necessary.)Childcare Leave

Both mothers and fathers are eligible for fulltime childcare leave taken consecutively until their child reaches the age of
two years. The first five days of childcare leave can be taken as paid leave. From the sixth day, employees on leavereceive 15% of their regular salaries from the Company (until their child reaches the age of two years) and subsidies of
1,000 yen a day from the Toppan Group Fraternal Benefit Society. They can also work for shorter hours (maximum
reduction of two hours per day) or select a flextime or irregular working schedule from the date of their return to the job
until their child completes the fourth year of elementary school. The Company subsidizes certain childcare costs andprovides childcare-related information through a consultation desk.
A leave system for newborn care will be introduced from October 2022 in line with the amended Child and Family
Care Leave Act of Japan. Regardless of gender or length of service, an employee can take up to four consecutive weeks(28 days) of leave within the first eight weeks from the date the child is born or is expected to be delivered, whichever islater. The 28 days allotted can also be split into two periods, if desired.

Office environments in the Toppan Group have been adapted toa diversity of new and flexible work styles that drive further
innovation. In addition to shared offices in-house, the Group has
opened “Atte,” an office designed for the new normal, where
people generate innovation by augmenting the value of face-toface meetings. Toppan has also established ICT KŌBŌ™ studios
in two locations, one in Iizuna (Nagano Prefecture) and theother in Uruma (Okinawa Prefecture). The ICT KŌBŌ studios
function as bases to reinforce Toppan’s system development
departments, the driving forces behind the Group’s DX business.

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

More studios will be set up across Japan to further strengthenbases distributed throughout the country also encourage Group

Nursing Care Leave

Employees are entitled to take leave for nursing care. For every family member requiring care, an employee is entitled to
one year of consecutive or aggregated leave and up to three years of other work-hour adjustments such as staggered
working hours or two-hour working day reductions. The Toppan Group Fraternal Benefit Society pays a 1,000-yen
subsidy per day during the leave. Toppan offers nursing care-related information and contracts consultants outside theCompany to provide guidance.

Leave for Child Healthcare

Employees can take up to 10 days of leave a year, regardless of the number of children they are raising. (To be taken in
half-day or one-hour allotments, as necessary.)

Volunteer Leave

Employees can take volunteer leave to engage in socially beneficial activities for up to one year. Employees on volunteer
leave receive an allowance.

Staggered Work-hours

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

Dependent Family Allowance

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

Partial Subsidization ofBabysitter Expenses

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

Guidance on Finding
Kindergartens and Daycare

Specialists provide knowledge and skills to parent employees seeking kindergartens and daycare for their children, as
practical guidance to help them return to work from childcare leave more seamlessly.

Other

The Toppan Group Health Insurance Union covers standard medical costs for childbirth. The union also sends parent
employees a complimentary childrearing magazine.

the development structure of the Toppan Group. Development
employees to choose diverse ways of working to optimize worklife balance primarily through remote work and shortenedcommuting times. Toppan expects these bases to generate new
businesses through interactions with local people andcompanies and to activate communities through increased local
employment and the various other benefits they bring to theregions.

In-house shared officeSecond-job and Side-business Arrangements
Toppan allows employees to engage in second jobs or sidebusinesses, as a basic rule, unless they are in any way unable toAtteconfidentiality, non-competition, or good faith in their work at
Toppan.
Thirty-six employees used these arrangements at Toppan
Inc. in fiscal 2021.

avoid prolonged work or fulfill their duties of security,

ICT KŌBŌTM

50

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Employee Engagement
Approach

Surveying Employee Engagement

Engagement Survey Summary for Fiscal 2021

Toppan has selected “employee health & job satisfaction” as a

Activity results, performance data

Materiality theme to drive the Group’s growth as a creator ofLabor-Management Approach to “Respect for
Human Beings”

social value, the goal of its sustainability management.

Toppan understands how deeply it depends on its employees.

integrated strengths of the Group will be further improved when

The working environments the Group has been developing are

employees find their work rewarding, feel fulfilled, and work

designed to help employees accomplish their tasks vigorously,

proactively.

earnestly, and with strong motivation. The Group organizes

Toppan sees increased employee engagement as a key
underpinning for achieving its management strategy. The

Employees Covered

21,006 people, from Toppan Inc. and 22 Group
companies

No. of Respondents(Response rate)

18,414 (87.7%)

Dates

From January 31 to February 25, 2022

Categories

Performance of tasks, personnel evaluation,
personnel development, personnel placement,
working environment, corporate culture

Total No. of
Questions*Two additional categories (“recruitment” and“onboarding”) were added for the fiscal 2021 hires,

Toppan launched an annual employee engagement survey

bringing the total up to 133 questions in 8 categories.

Toppan Group average 69.8 (maximum 78.6,
minimum 52.4)

various site-based initiatives primarily for employee health andin fiscal 2021. The 2021 survey analyzed the responses of about

job satisfaction through collaborations with the labor union, the21,000 employees at Toppan Inc. and 22 Group companies toAggregated Index

health insurance union, and other related entities. In-house clubassess the expectation-perception gaps in their experiences(EX score)

activities and various events such as health awarenessworking within their organizations (eight categories surveyed;campaigns and labor-management recreation events have been

see the table on the right). The surveys will identify factors thatheld to facilitate communication and build a sense of unity

enhance or hinder employee engagement, in order to deliberate

throughout the Toppan Group.

and implement measures that will reliably enhance employee

Club activity

108 questions in 6 categories*Reference index: Toppan Inc. average 69.3; Japanesemanufacturing industry average 64.5
*This index is a metric for assessing organizational

conditions. The value is higher when expectations andperceptions are both high and the gap between them issmall. (With EXintelligence service from HRBrain, Inc.)

Toppan Sports Festival 2017

engagement and to verify the effectiveness of those measures.

The Toppan Sports Festival is a Groupwide, labor-management

Senior management and section managers act together to solve

event held biennially for Toppan employees and their families.

organizational issues based on the feedback from employees

Younger employees lead the planning, organization, andrevealed through the survey.

operation of the festival.

Health awareness campaign

TOPPAN eSports Festival 2021
In January 2021, the Toppan Group held the first TOPPAN

Survey Overview and Categories

eSports Festival, an online labor-management event organized

Personnel evaluation

as a substitute for the traditional non-virtual sporting events the

Setting goals
Evaluation and rewards

Group has been holding for many years.

Recruitment

Onboarding

Performance of tasks

Corporate culture

Working environment

Personnel development

Understanding ofbusiness /Relationship-building

All 50,000 Group employees and their families were

Selection
Offer period

Jobs / Collaborative
relationships

Corporate philosophy
Organizational culture

Working conditions
and systems

Career and skill
development

welcome to participate from around the world. Teams placing
first in preliminary rounds came together to show off their skills
in esports competitions. Side events such as an art workshop

Personnel placement

and quiz contest held in tandem online allowed a wider range of

Attractive jobs
Good people

participants to join in.

51

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Diversity & Inclusion
Toppanʼs vision for diversity and inclusion
A corporation that creates social value
ApproachNew
demandThe Toppan Group positions diversity and inclusion (D&I)

New
services

initiatives as an integral management strategy to further advanceNew
solutions

New social
challenges

endeavors.

Innovation creation

and understands how deeply it depends on them. Under theTransformed
mindsets and organizations

foundational concept of “respect for human beings,” the Grouphas been undertaking various initiatives to promote rewarding

Accelerated
diversity and inclusion

principles that harness differences among its diverse humanassets as drivers of innovation. The Group will promote

In order to cultivate a D&I mindset, Toppan will facilitate
ongoing dialogue and nurture heightened awareness andDiversity and inclusion through three approaches:
Management, Rewarding work, Business

Talent pool

Innovation creation

Management
Diversity management

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

that designs information and living
by developing psychologically safe workplaces

to their locations. These personnel provide consultations for site

Enhanced physicaland mental healthSocial contribution
as a corporate citizen

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

D&I solutions withadvanced UD

identified with the office to ensure heightened diversity
awareness throughout the workplace.

Enhanced satisfaction
at work

ESG investing ratings, etc.

consistently developing psychologically safe workplaces where

We will evolve into a social value creator

operational site implement specific diversity programs attuned
members and share and address issues that have been

sensibilities that ensure mutual respect. The Group is

Toppan Diversity and Inclusion Policy

The Diversity & Inclusion Promotion Office is responsible
for formulating the overall diversity plan and developing
initiatives while diversity committee members at eachworking conditions. Toppan will continue to adhere to D&I

better utilize and enhance their diverse abilities.

Toppan Inc. established a Diversity & Inclusion Promotion
and accelerate site-based diversity initiatives into Companywide

Toppan values its employees as precious “human assets”

and respect each other’s personal qualities and values so as toPromotion framework

Office in April 2019 based on a management strategy to evolve

its progress as a corporation that creates social value.

workplace diversity by encouraging employees to acknowledge

Promotion Framework

Business
Creating shared value(for addressing social
challenges)

Value delivery
to society

Satisﬁed individuals,
invigorated
workplaces

Personnel & Labor Relations Division

Basic Approach

Operational
site

Diversity & Inclusion
Promotion Oﬃce

Personnel incharge ofdiversity-related
initiatives(established in April 2019)

Interaction between the three approaches

where every person’s sensibilities are nurtured,individual differences are recognized and respected,
and diversity is harnessed to drive innovation.

52

TOPPAN Sustainability Report 2022

Employees

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Support Systems for Employees with Children

with children, for example, have been continuously expanded

the wellbeing of employee parents by providing therapeuticand enriched. From October 2022, the Company will introduce

activities for parents on childcare leave, activities to share the

The Toppan Group has striven to create a working environment

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

in which employees can achieve better work-life balance.

the amended Child and Family Care Leave Act of Japan. This

working and raising children, and activities to give employees in

Various programs have been developed at Toppan Inc. tosystem will allow employees to take leave flexibly, regardless ofvarious positions opportunities to learn about and consider theprovide childcare and nursing care leave, reduced working

their gender or length of service.

importance of work-family balance. The Hagukumi Program

hours, higher family allowances for dependents, and other

Toppan Inc. has also been running the Hagukumi

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

Main Systems for Supporting Employees with Children● Rehiring system for employees who

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

AfterChildbirth
DuringChildrearing

A scheme to support
the wellbeing of employee parents● Leave for medical checkup● Staggered working hours● Childcare leave allowance● Monetary gift on childbirth● Childcare leave grant● Preferential childcare measures (e.g.,● Day-off for childcare● Day-off for child healthcare

Other● Leave for hospital visit● Childcare leave

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

Kids Design Award 2016 in Japan.

Hagukumi (nurturing) Program

Hagukumi Program● Specified fertility treatment subsidy

morning sickness

received the Minister of State for Gender Equality Award at the●● Subsidy for babysitter and home-caregiver expenses●● Stock leave (employees are eligible to use their stock leave [accumulated unused

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

To provide therapeutic activities for parents on childcare leave

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

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

Hagukumi Art Salon

Hagukumi Seminar

Hagukumi Circle

To strengthen bonds between
parents and children

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

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

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

Employees Taking Maternity or Childcare Leave
Fiscal 2017

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Employees taking
maternity leave

111

79

93

105

110

Employees taking
childcare leave*

334
（160）

363
（197）

342
（155）

302
（138）

355
（154）

*The number of male employees who took childcare leave is shown in parentheses.

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

53

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Systems for Good Work-Care Balance

employees with family members in need of nursing care (e.g.,arranged in fiscal 2021 to reach target employees throughout

nursing care leave and the reduced working hour system forJapan. Toppan will continue striving to ensure working

Toppan Inc.’s labor union and management employ systems tonursing care).

environments where employees can fully concentrate on work

help employees maintain good balance between work and care
at home. These systems create an environment where

In-person seminars held at operational sites in the Kansai,
Chubu, and Kyushu areas were followed by online seminars

without having to worry about care responsibilities for family
members at home.

employees can concentrate on work without worrying aboutcare for family members at home. After reviewing the results of
employee questionnaires on nursing care, Toppan relaxed theeligibility requirements for nursing-care-related systems,
designed ways to enable employees to more flexibly adjust theirworking hours for care, enhanced financial support during
nursing care leave, and provided more information on work-

Four Approaches Taken in Toppan’s Systems for Good Work-Care Balance
Eligibility Requirements
for Nursing-care-related
Systems

care balance. Along with system enhancements in these four

Employees have also been able to take leave for nursing care in
one-hour allotments, just as they can with the child healthcare

Ways to More Flexibly
Adjust Working Hours
for Careday-off, since fiscal 2019.
Toppan will continue to enrich employee support measuresby providing information on good work-care balance through its
internal website, holding NPO seminars on nursing care, andresponsibilities as care providers for their families.

Seminars for Supporting Care at Home

● “In need of support” as specified in the Long-term Care Insurance System of Japan● Reduced working hours for nursing care (reduced working hours, flexible work schedules, reduced number ofprescribed working days per week)

*Nursing care leave and reduced working hours for nursing care can be taken ininstallments.
*Employees are allowed to switch between the two systems.
● Leave for nursing care (entitlement for one-hour-based allotments, as necessary)● Commuting by Shinkansen bullet train for family care reasons

Financial Support
during Nursing Care Leave● Allowance for nursing care leave (40% of the employee’s average wage)● Entitlement for paid leave for nursing care● Launch of an internal website to provide information on work-care balance

conducting various other activities to alleviate concerns andraise awareness on the issues faced by employees who shoulder● “In need of long-term care” as specified in the Long-term Care Insurance System of Japan● Nursing care leaveareas, the Company allows care-giving employees to commuteto and from work by Shinkansen bullet train in certain cases.

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

Provision of Information
on Work-Care BalanceThis site provides employees with general knowledge about work-care balance and information on support systems available at theCompany, public nursing-care-related systems, and so on.
● Launch of a nursing-care consultation desk run by outside experts

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

Operational sites in Tokyo have been holding seminars to help
employees maintain a good balance between work and care athome, starting from fiscal 2016. Outside experts from a nursingcare consultation service contracted by Toppan Inc. are invited
to lead seminar courses. After the guest lecturers present
general knowledge on nursing care and tips for achieving goodwork-care balance, personnel from Toppan brief participants on
the Company’s internal websites and support systems for

54

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Empowering Women
Approach

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

Activity results, performance data

The Toppan Group promotes female empowerment under thebasic concept that every employee can continue to work, enjoy■ Female supervisory staff ■ Female managerial staff
700

600
500

good health, and play active roles according to their abilities,
regardless of gender. The Group promotes positive action to

200

267

0

81

ensure gender-equal treatment in promotion to managerial
positions based on individual abilities through work style

300
100

491

418

348

400

2017

590

553

327

387

442

466

91

104

111

124

2018

2019

2020

2021

672

521

Initiatives for Gender and Sexual Diversity

151
2022

(year)

Approach

SystemActivity results, performance data

reforms, work-life support systems, and various other

Recognition for Empowering Female Employees

The Toppan Group has implemented various initiatives to

employee perspectives have also been developed to raise

Toppan Inc. was included in the Fiscal 2021 Nadeshiko Brand

and LGBTQ**) with a view to achieving an inclusive working

awareness about unconscious gender biases throughout thelist compiled by the Japanese Ministry of Economy, Trade andenvironment comfortable for everyone. Toppan has held

workplace. In total, 151 and 521 female employees at Toppan

Industry (METI) and the Tokyo Stock Exchange (TSE). The

Groupwide LGBTQ seminars since 2018 and partially revised its

Inc. hold management positions and supervisory positions,

Nadeshiko Brand initiative aims to spur investment insystems for the treatment of matters related to employee

respectively, as of April 2022. With these appointments, womencompanies and accelerate their diversity initiatives bymarriages and spousal relations in July 2020 to support diverse

now make up a 13.2% of all managerial and supervisory staff.

introducing a selection of promising TSE-listed companies with

employee lifestyles. Employees with same-sex and/or common-

outstanding performance in gender equality metrics to investors

law partners are now granted leave for celebration andwho seek enhanced corporate value over the medium- to long-

condolence and receive allowances, wedding gifts, and otherterm. METI and TSE announce their Nadeshiko Brand

benefits. All employees are required to take training programs

selections every year.

on basic diversity knowledge, harassment prevention, andimprovements in the working environment. Tailored training
and seminars on diversity & inclusion reflecting diverse

Fiscal 2021 Rank-based Percentages of Female
Personnel at Toppan Inc. (%)
Percentage of female personnel
Total
employees

23.8%

Directors
Managers

22.2%
4.6%

Toppan Inc. also acquired the 2nd grade Eruboshi mark
(top right) on March 1, 2021.

enhance awareness about gender and sexual diversity (SOGI*

gender and sexual diversity. Toppan has also launched TOPPAN
ALLY***, an initiative to encourage employees to express their

Eruboshi (“L Star” in Japanese; L stands for “lady, labor, andalliance with LGBTQ individuals and nurture inclusive

laudable”) is a certification system aligned with the Japanese Act

workplaces where everyone feels at ease through the concerted

on the Promotion of Female Participation and Career

actions of Group employees.

Advancement in the Workplace. Eruboshi marks are issued tocompanies that meet specific criteria for excellence in female
participation and advancement in the workplace.
More details on Toppan Inc.’s Common Employer’s Action Plan
(second term; in Japanese) based on the Japanese Act on the
Promotion of Female Participation and Career Advancement in the
Workplace*Sexual orientation and gender identity**Lesbian, gay, bisexual, transgender, and queer or questioning persons***Allies are persons who understand and empathize with the diversity ofsexual orientation and gender identity and are guided by awareness ofworkplace diversity in their actions to ensure that everyone feels at easein their working environment.

https://www.toppan.co.jp/assets/pdf/sustainability/women_act_plan_02.pdf*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

55

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

Human Rights | Supply Chain Management | Employee Health & Safety / Work-Life Balance | Diversity & Inclusion | Human Assets | Research and Development | Intellectual Property | Universal Design | Total Quality Assurance | Social Contribution Activities“Gold” Recognition in the PRIDE Index

Working with T.M.G. Challenged Plus Toppan

employees and clients with

Toppan Inc. was bestowed a “Gold” ranking in the PRIDE Index

Office support work:

handmade papermaking and gain

2021, an index formed to evaluate corporate efforts towards the“Friendly Staff ” teams at Toppan Group sites are composed ofan enhanced understanding ofachievement of LGBTQ-inclusive workplaces.

employees with disabilities. They provide office support with tasks

material recycling and the ways insuch as the input of data, digitalization of hard copy documents,

which people with disabilities caninternal mail delivery, and the sorting of items to be distributed tobe rewardingly engaged.

More details on “Awards and Recognition for
ESG” (see page 147)

opportunities to experience

Group employees. Their job categories have been increased toencompass office sanitization and cleaning since 2021.
These staff working at offices and plants foster diverse

Employing Persons with Disabilities

perspectives and bring change in how Toppan employees workoverall. They are currently performing office support work at

Diversity Training
Training, education

Activity results, performance data

five Group sites, as of March 2022. Toppan will continue

Activity results, performance dataassigning them to more operational sites across Japan.

The Toppan Group holds various training sessions on diversity

The Toppan Group actively hires persons with disabilities toonline. In personal empowerment programs, for example, female

develop workplaces that accommodate all abilities. Model cases

employees and managerial staff can flexibly choose andat offices and plants have been shared with all of the Group sites

participate in courses that best fit their needs and interests.

to create more job categories in which persons with disabilities

Diversity programs are also organized in rank-based training

are empowered to work in the ways best suited to their various

sessions, including several sessions for new employees. In parallel,

abilities. Toppan Inc., the parent company, is collaborating withe-learning-based diversity and inclusion (D&I) programs haveits special subsidiary T.M.G. Challenged Plus Toppan Co., Ltd. tobeen arranged for all employees since fiscal 2019.

develop new job categories and design measures to encourage

In addition to holding D&I training for managerial staff andthem to continue working. Toppan employee athletes also

seminars on D&I management for Group officers, Toppan

participate in international para-sports competitions.

nurtures diversity mindsets across Group workplaces by asking

More details on Toppan Inc.’s employee athlete program (in Japanese)
https://www.toppan.co.jp/player/

Handmade papermaking business:

employees at general affairs departments to participate in

Employees with good dexterity make paper manually using

workshops to learn about the issues faced by LGBTQ persons

the waste by-products generated from the processing ofand persons with disabilities.

Cartocans (beverage containers) and EP-PAK liquid

Employment of Persons with Disabilities
Employees
Percentage of
total workforce*

2018

2019

2020

2021

2022

274

312

325

339

338

2.25％

2.29％

2.31％

2.39％

2.43％

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

containers at Toppan’s

Diversity Training Programs

folding-carton plants.

Course to learn about diversity via gender-positive actions

The aim of thisPractical course to explore diverse ways of working
Course to promote diversity through LGBTQ inclusionbusiness is to

Basic course to design career plansmanufacture value-

Basic course on anger management

added products while

Basic course to enhance resilience

providing Group(fiscal 2021)

56

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Human Assets
Basic Approach
Approach

Human Asset Development Programs
SystemMindful of how deeply it depends on its employees, Toppan

The Human Resource Development Center in the head officestrives to foster employees who will one day go on to create new

Personnel & Labor Relations Division coordinates with persons

knowledge and skills. The Group has been nurturing a working

in charge of human asset development across departments

environment and corporate culture ideal for the sustainablethroughout the Group to institute personnel training programs.

growth of individuals and Toppan as an organization that

These programs to develop and nurture human assets arecontributes to society.

organized systematically around Toppan University, a platform

Toppan values its employees as human capital, that is, asthat strives to foster leaders while supporting the skill andprecious “human assets” who offer far more than what can becareer enhancement of Group employees through basic andgained from their labor. Toppan is convinced that maximizing

special programs, leader development programs, and personal

the value of human assets will generate human-led innovation

empowerment programs. The center deploys the Humanthat drives the business growth of the Group.

Resource Development Laboratory as an R&D base to study,

The Toppan Group Human Rights Policy calls forresearch, and verify ideal programs for personnel innovation

appropriate personnel treatment based on individual workthat inspire self-transformation and expand individual potential

performance to motivate employees to perform to their fulland abilities to create new value.

potential. The Group provides diverse personnel development

Toppan Inc. has been organizing annual employee

programs as learning platforms where human assets can develop

questionnaires on personnel development measures since fiscal

abilities suited to their individual jobs and careers.

2012. Their appetite for learning, evaluations of the measurescurrently practiced, and opinions on workplace support forlearning have been collected as important data to be used in thedesign of new development programs. Of 9,307 respondents infiscal 2021 (RR 89.6%), 7,859 (84.4%) employees evaluated theCompany’s personnel measures as favorable.

57

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Systematic Human Asset Development Programs“Conduct of High Value” Based on the Corporate Philosophy and Corporate Creed
Strengthening
business foundations

Earning the trust of customers

Strengthening the organizationand human assets

Creating social value

Fulﬁlling corporate social
responsibility

Ability to identify andformulate tasks

Ability to accomplish tasks

Abilities and Skills for “Conduct of High Value”
Knowledge and information skills

Skills in communication andfostering subordinates

Techniques and know-how

Rank- &
positionbased courses

Toppan’s history; TOPPAN VISION 21 ; Human rights training;
Compliance; Information security; Health, safety & fire safety; Mental
healthcare

Early career planning

OJT

Brother/sister training system

Rotation system
Challenging Job System

Career Navigator
Internal webpages on human asset development
Toppan Training Centers

Toppan VR Online Training Center

Training on
effective
data utilization

Human Resource
Development Laboratory

Personal Empowerment
TOPPAN UNIVERSITY

BUSINESS SCHOOLWith 182 subscription-based training courses(Manabi-hodai “all-you-can-learn buffet” library)

Executive
businessschoolGroup training / E-learning programs / Assessment /External training program / Toppan Open Seminar /Training on digital knowledge

TOPPAN UNIVERSITYCHALLENGE SCHOOL
Correspondence-learning courses / E-learning programs

Liberal arts (general knowledge, sensitivity); Diversity;
Skills for global businesses; various other subjects

As of April 2022

58

Key Themes

MOT

Diversity
programs

Programs to enhance
technological capabilities

Careerdevelopment& job-transfer
programs

Programs to strengthen
digital knowledge
foundations for all
employees

Brain science
programs

Programs to encourage
employees to acquire DX
certification

SDG programs

DX e-learning library
Basic training on digitalmarketing

Various overseas study programs

Officer training

Training for new plant managers

Head-officedivision-based training

Training for― advanced
department managers

Rank-based programs
Selective programs
Skills programs

Training for
new department managers

Programs to strengthen
sales personnel― advanced
Manager training

Head-office-division-based
training

Compulsory training for
all employees (e-learning programs)
BasiccoursesGlobal leadership programs―abroad

Manager training before
assignment / Groupwide training
for new managers

Rank-based programs
Selective programs
Skills programs― advanced
Supervisor training

Basic sales training

Training for new supervisors

Administration

Training for 3rd-year employees

Manufacturing /Production
management

Global leadership programs―basic

Trainee system

Training for 2nd-year employees

Training for new employees
Training for mid-career hires

Technology / Research

LDP-S (senior)Global leadership programs―
advanced*LDP: Leader development program

Advance―Shaping the Future
Shaping the Future

Sales / Planning

Practical communication workshop

GLOBALLDP-M (middle)

Training for new officers

External training programs

LDP*-J (junior)

LEADER

Training for
new division managers

Executive management programs
Cross-industrial exchange programs

General training forplant managers

President Maro’s innovation program
Programs to nurture human assets as future creatorsof new businesses
Social innovation program

Training before
overseas assignment

Leader Development

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

R&D at the Human Resource Development Laboratory
Neuroscience
Research GroupArt Innovation
Research Group

Sensitivity
Research Group

Physiological
Condition
Research GroupSDG ResearchGroup (throughBuddhistteachings)

Kanosei Art
Project

Technology
Research Group

Universe andAstronomy
Research Group

Airin Blue Project

Self-transformation / New value creation

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Fostering Human Assets Active in the DX
Arena
SystemTraining, education

Activity results, performance data

The Toppan Group organizes employee training programs thattraining on digital marketing and other DX curriculums, Toppan

comparing Japan's industrial, legal, and other systems with

is further developing its DX training programs to foster humanthose of the countries where they work.

assets who will advance the digital transformation.
・Social Innovation Program (selective training)More details on the “Data on DX Human Asset Development Programs” (Seepage 65)

The theme is “to think what the Toppan Group can do to solve
social issues and take action.” In the first half, participants

seek to expand the individual skills and competencies of humanlearn about global social issues and social businesses andassets throughout the Group who will go on to drive the digital

about how contradictions can spur value creation. In thetransformation (DX).
The Group asks every employee to take basic training
programs to raise their DX knowledge to an appropriate level.
The courses are designed to prepare employees and the Groupto make the most of the fast-coming paradigm shift in the digital

Fostering Human Assets Active in the SX
Arena
SystemTraining, education

Activity results, performance datasecond half, they try to transform their own approaches andcreate new business through projects and financial
workshops. Toppan aims to equip employees with creative
thinking abilities for developing innovative next-generation
businesses that balance solutions to social issues withera. In the recognition that constant self-improvement andToppan organizes training programs to foster human assets

deeper knowledge beyond the expectations of customers will be

adept in sustainable transformation (SX) as members of a

key for propelling DX, Toppan nurtures an organizational culture

corporation that creates social value and contributes to a・“Advance—Shaping the Future” (selective training)that emphasizes continuous learning.

sustainable society through environmental, social, andYoung employees visit areas affected by the Tohoku

governance (ESG) initiatives.

Earthquake to see the current situation for themselves andToppan Inc. works with Amazon Web Services Inc. (AWS,

economic value creation.

the world’s most broadly adopted cloud platform provider) to

Toppan runs a Social Innovation Program, the “Advance

explore “what they can do to make the Toppan Group admiredprovide AWS-certified programs for employees working in―Shaping the Future” program, and fieldwork programs sending

and needed by the community.” The aim is to create networks

wide-ranging fields, from sales and planning to technology.

managers to Fukushima Prefecture, an area affected by theand drive the integrated strengths of the Group by

These programs encourage employees to acquire skills for AWS

Great East Japan (Tohoku) Earthquake. In total, 1,583

encouraging employees to think and act independently.

certification and cloud knowledge essential for DX business.

employees have visited Fukushima since 2013. Toppan focuses

Toppan Inc. became Japan’s first company with 1,000 or

on fostering human assets who can develop innovative・SX basic training (Companywide program)

more AWS-certified employees (1,042 as of April 2022),

businesses employing a balanced approach to solving social

This e-learning-based training for SX aims to change how

excluding systems integrators (SIers). The AWS-certified

issues and creating economic value.

employees act by taking them from the basics through to what
they actually need to do. They gain an overall understanding

personnel have strengthened Toppan’s capacity to offer DX
solutions to customer companies.
Toppan has also adopted a digital learning platform for・Personnel dispatches to JICA-JOCV (selective program)
To foster human assets contributing to Japan's future, Toppan

subscription-based training on digital technology to keepInc. dispatches young employees to developing countries

employees constantly up to date on the latest digital knowledge

through the Private-sector Partnership Volunteer System, partnecessary for their individual jobs and career plans. Manyof the Japan Overseas Cooperation Volunteers (JOCVs)

employees have been using this learning platform for personal

program of the Japan International Cooperation Agency

empowerment, while supervisors have been using it for(JICA). Employees leverage business knowledge and skills to

department-based training sessions. By adding new specialist

help solve social issues and acquire objective perspectives by

59

of SX, related trends, and initiatives implemented by othercompanies.

Fieldwork in areas affected by the Tohoku
Earthquake in Minamisoma, Fukushima
TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Fostering Human Assets Active in the
Global Arena
SystemThe laboratory applies scientific knowledge to design
original personnel development models that promote selftransformation and inspire individuals to fulfill and expand theirpotentials and abilities. The research outputs are expected toTraining, education

Toppan has been hiring non-Japanese individuals and arranging

spur Toppan’s brand of new value creation.

Course at IMD

This laboratory operates various research groups andfrequent personnel exchanges between overseas Groupprojects. Hypotheses based on knowledge gained through theircompanies as part of an overall effort to adapt to the Group’s

activities have been tested, verified, and applied to the Group’s

more globalized business operations.
The Group also fosters human assets who can thrive inglobal business arenas. Annual assessments of English
communication skills have been underway at Toppan Inc. since
fiscal 2020 to gauge the Companywide level of English language

R&D at the Human Resource
Development Laboratory

existing training programs. Through these innovative programs,
the Toppan Group has been fostering new talent who can adapt
flexibly to a new era and new technologies, and take theinitiative to address

Activity results, performance data

issues towards thecompetence and identify how many of the Company’s human

In April 2017 Toppan launched the Human Resource

realization of TOPPAN

assets are cut out for global business, and to what degree. Out of

Development Laboratory, an R&D base to study, research, and

VISION 21 .

the top-scorers, the Company invests in a select group as

verify ideal programs for personnel innovation. The fields of

personnel expected to be indispensable for its global growth. A

interest range from neuroscience and brain research tototal of 2,570 employees have been tested so far. The results

physiological condition analyses and business support

have been used to inform personnel assignments and othertechnologies.

Human Resource Development Laboratory

talent plans through linkage with the Company’s human asset
database. Toppan’s personnel training programs include a
trainee system to provide employees with practical training in
day-to-day business activities at overseas affiliates, a selective

Systematic R&D at the Human Resource Development Laboratory in 2022
(for innovative human asset development)

training course on globalization to support candidates for

Self-transformation: Fulfill and expand individual potentials and abilities

overseas assignments, and a program to send employees to

Neuroscience
Research Groupcourses at international business schools. Toppan also
dispatches several young employees to work as Japan Overseas(Understand and exploit
brain functions)

Cooperation Volunteers (JOCVs) for the Japan International

Technology
Research Groupin JICA projects to address global development agendas while(The system to deploy trainees to overseas affiliates iscurrently suspended due to COVID-19 restrictions.)(Understand and exploit physical functions)(Augment human functions with technologies)

Cooperation Agency (JICA) each year. The volunteers take partdeveloping themselves as individuals.

Physiological Condition
Research Group

Approach to new value creation
Sensitivity
Research
Group
Transcend
subjectivity andenhance sensitivity

Art
Innovation
ResearchGroup

SDG
ResearchGroup

Create new value byfusing art, culture,and technology

60

Apply Buddhist
teachings tobusiness

Kanosei(potential)
Art Project
Collaborate withborderless artists

Airin Blue
Project
Enhance disaster prevention
awareness, cultivate
leadership, and learn
the significance ofdecision-making

Universe andAstronomy
Research Group
Apply learning inspace science andastronomy
to business

Philosophy
Research Group
Encourage
philosophicalreflection to pursue thenature of things

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Neuroscience Research Group

Physiological Condition Research Group

Technology Research Group

Toppan is collaborating with DAncing Einstein, Co., Ltd. to form

The Toppan Group advances health management as a means of

The Technology Research Group explores ways to expand

a Neuroscience Research Group that studies ways to apply

maintaining and enhancing the health of its employees andindividual potentials and abilities by building a technology-

neuroscience knowledge to human asset development. The

enabling higher performance and productivity. The Group hasbased support system that broadens human functions throughresearch group aims to develop talent necessary for accelerated

adopted a next-generation approach to fostering human assets.

an approach that transcends human-capacity building. By

corporate growth and the creation of a better society. Its latest

Toppan has entered into an advisory contract with Professor

combining AI algorithms with human expertise, the researchers

brain science programs seek to improve the performance and

Hideyuki Negoro, a lecturer of medicine at the Harvard Medicalin the group seek to devise a human asset development

communication skills of Toppan personnel by shedding new

School and a visiting professor at the Sorbonne University

framework that increases the efficiency and effectiveness oflight on the mechanisms of human learning, behavior, emotions,

School of Medicine, to seek guidance on the Group’s healthwork and encourages Toppan employees to produce solutions

and thinking.

management endeavors. At the Physiological Condition Researchand create value at levels never before seen.

Neuroscience knowledge has also been incorporated into

Group set up with Professor Negoro, Toppan has produced

In 2021, the research group developed a business-plan

training sessions for new employees in the form of assessments

Around-the-clock Tips for Better Performance , a self-care video

creation support system that compares and proposes businessbased on neuroscience. As Toppan’s internal instructors prepare

to help employees look after their own mental and physicalmodels using a combination of AI and financial expertise. Thisto lecture new recruits, they learn how to model their lectures

condition. Drawing from the professor’s expertise in healthcare,system is now incorporated into Toppan’s in-house personnel

and lecture materials around the cognitive processes of thethis easy-to-understand, animated video explains certain things

training on business development, a program that trains Grouplearners. This approach seeks to improve the recruits’

that a businessperson can do in the course of a day to stay inemployees to prepare financial statements and documents more

understanding of the content they are learning in the training

better shape. The video demonstrates good living routines toquickly by drawing from AI suggestions and the advice ofsessions.

follow in the morning, afternoon, and evening by describing

financial experts. Trainees can effectively examine the businessbasic mechanisms of the body, such as the clock genes and bodymodels they have devised from broader perspectives and honeclock.

the models to improve their practical potential.

The video also offers tips on a break-taking method that isproven to heighten concentration and learning receptivity during
online training courses, based on the professor’s expertise inhealthcare science.
From the latest brain science program (right; in Japanese)

Outline of the business-plan creation support system (in Japanese)

Scenes from the self-care video(in Japanese)

61

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Sensitivity Research GroupArt Innovation Research Group

creation is divided into five stages that can be applied toThis research group aims to inspire the creativity of human

The Art Innovation Research Group has established an industry-

drastic changes in society in recent years are generating a

assets and link their creativity with innovation. To explore ways

university collaborative course with Kyoto University to create

demand for the creation of innovative value unbound by existing

to enhance sensitivity, the group works with external research

new value by fusing art, culture, and technology. Researchers

notions. The research group has produced an animated video

organizations specialized in human sensitivity in the realms offrom Kyoto University and Toppan have developed the Art

explaining the art innovation framework, for use in personnel

sound and scent. The group researches spatial designs andInnovation FrameworkTM, a thinking method that systematizes

development programs aiming to foster human assets who candevelops sensitivity-enhancing programs to merge humanthe logic of artists to spur the generation of new ideas increate value never before seen. Business ideas born from thesesensitivity into business.

business.

programs are being implemented as prototypes on limited scales

A program the group has developed provides interactive
workshops that ask participants to use non-verbal dimensions

The Art Innovation Framework thinking method is based on

business in ways that facilitate the creation of novel value. The

to verify their effectiveness.

the logic that guides artists as they create. The process of art

such as smell, color, physical expression, sensitivity engineering,
perception, and hearing. The workshops familiarize Group
employees with the sensitivity gap between the senders andreceivers of images and messages, and with strategies to expand

Modeling the logic of artists to apply the creative process to businessnon-verbal communication to verbalization and objective
evaluation. The workshop participants acquire a deeper
understanding of non-verbal dimensions that tend to be only
superficially considered in daily business. The Sensitivity
Research Group will enhance the individual creativity of Group
employees with a view to applying their sensibility-focuseddesigns in the development of specific business plans.

Art Innovation FrameworkTM

62

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

SDG Research Group

Kanosei Art Project

Airin Blue Project

The SDG Research Group applies Buddhist teachings to

The Kanosei Art Project (kanosei means “potential” in Japanese)

Flowers in bloom always mark the final resting place of Airi Sato,business as a means of checking, researching, and verifying newuses the technologies of the Toppan Group to add value to thea child who died in the tsunami disaster caused by the Tohoku

approaches to human asset development. The research group

works of borderless artists. The project seeks to develop a

Earthquake of 2011. The flowers signify the need for disasteralso works with the Yoi-Otera Research Institute (yoi-otera

business model that unifies solutions to social issues (thepreparedness and timely and effective action when a disastermeans “good temples” in Japanese) to redefine and retranslate

greater independence of persons with disabilities) withstrikes. The organizers of the Airin Blue Project seek to givethe roles of temples in modern society. The group’s overarchingeconomic benefits (earnings for the Toppan Group). The next

people a daily reminder of the value of life.

goal is to help create a sustainable society that affords safety andgeneration of leaders in the Group is expected to emerge in the

The project calls upon people to remember the 2011

security to all people.

process. In addition to learning about the project in new-recruit

disaster and the importance of individual awareness, proper

training sessions, the Group employees engaged in the project

leadership, and concerted action to prevent tragedy from

Business , an animated video introducing the teachings ofgain exposure to different types of art in the course of career

repeating itself. Toppan, which supports the project mission, has

Buddhism, a religion dating back 2,500 years. With examples ofdevelopment. Toppan will continue to promote this project toreceived a share of “Airi’s Flowers.” In an internal seminar on the

Buddhist principles applied to business, the video inspires

encourage individuals to grow by thinking independently about

project, 451 Toppan employees learned about the leadership

innovative ways of thinking about work in modern society, thewhat they can do and taking action accordingly. In total, 4,248

required during disasters and vital disaster prevention measuresvalue of a corporation, the concept of being oneself, and moral

employees, officers, and audit & supervisory board members

to be taken at workplaces, homes, and communities. The

values. Positioned as an educational material in Toppan’s SDG

took part in a Groupwide online vote to select the works to be

seminar is one of the several activities Toppan takes to raise

curriculum, this video is available to employees as a resource forshown at the 2022 exhibition, out of 579 works submitted by 146

disaster awareness and ensure that Group employees

absorbing a novel form of business knowledge.

borderless artists.

understand for themselves that routine thinking and

The group recently produced Buddhist Teachings in

The research group also organizes online fieldwork forsenior management. Participants take virtual visits to Koyasan, apreparations will save their own lives and the lives of their loved
More details on the Group’s social contribution activities (See page 89)

ones when a disaster strikes.

sacred mountain in Wakayama Prefecture, to rediscover themeaning of life by contemplating death and reflect on questions
such as the meaning and significance of work, the existing valueof a corporation, and the ethics required of a corporation.

Ishinomaki City, Miyagi Prefecture

63

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Universe and Astronomy Research Group

Philosophy Research Group

Lively Communication among New HiresThis research group aims to apply learning and findings fromThe Toppan Group launched a Philosophy Research Group in

The Toppan VR Online Training Center, an online resource

space science and astronomy to modern business initiatives that

2022. The members of the group seek to accomplish threelaunched in fiscal 2021 for new employee training, allows

can create new value.

things: to leverage philosophical knowledge and knowhow to

trainees to come to work virtually. The Group plans to deploy thecontemplate the nature of things and apply the wisdom gained

Metapa®︎* communication platform produced by Toppan Inc. inmacrocosmically in order to defy stereotypes, seize new trains of

to business scenarios; to explore ways to leverage philosophicalfiscal 2022. Customized to the needs of the Group, the Metapa

thought, refine insight and sensitivity, and think for themselves.

viewpoints to devise training programs for human asset

app will encourage new hires to interact in the metaverse.

Research group members learn to think things

Their efforts to reveal and schematize the thinking logic

development; and to take advantage of philosophical principles

applied in space science and astronomical research will lead toto create new services, solutions, and businesses. The knowledge

the development of training programs that boost the creativity ofand knowhow learned from philosophy have many implications

human assets of the Toppan Group.

for the business of the day. Research group members will

The members also learn about the latest discoveries inbecome more adept in pursuing the nature of things by learningspace science on visits to the National Astronomical Observatory

the latest philosophical principles while approaching challenges

of Japan and consider ways to help Group employees leveragein business, in society, and in their own lives with philosophicalthose discoveries for their work and value creation.

insights.

*An online shopping-mall application developed by Toppan Inc. toconsolidate virtual stores on the Internet into a single location like a real
shopping mall.

The research group will also explore the styles of humanasset development Toppan envisions for the future from aphilosophical perspective. The group ultimately aims to integrate
wide-ranging findings from other research groups operating
under the Human Resource Development Laboratory to create
new value and further innovate the activities at the laboratory.

64

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Human Asset Development Initiatives

Activity results, performance data

Data on Human Asset Development Programs
Program

Human Asset Development Expenditure
No. of Participants(cumulative)

OutlineRank-based programs

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

Leader development programs

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

Personal empowerment
programs

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

Expenditure on
Training, etc. per
Employee

4,604
566
11,180Usage Rates ofToppan Training Centers*1
Kawaguchi

Yugawara

Fiscal 2017

70,730 yen

87.6％

46.2％

Fiscal 2018

67,383 yen

85.8％

45.5％

Fiscal 2019

64,654 yen

81.1％

42.0％

Fiscal 2020

53,637 yen

－ *２

－ *２

Fiscal 2021

56,070 yen

－ *２

－ *２

Toppan Business School

A series of personal empowerment programs in various settings, from online group sessions ande-learning-based sessions to a course that dispatches trainees to business schools outside of theGroup. A wide range of training is available, from courses to convey basic knowledge and skills inbusiness to advanced courses to enhance specialist skills.

2,111

Manabi-hodai (all-youcan-learn buffet)
e-learning library

A new personal empowerment program made up of 187 subscription-based courses for employees.
Training is available at any time or place and can be repeated as many times as a participant wants.

6,335*1 Usage rates are calculated by dividing the number of days the training
centers are used by the number of days the centers are available(excluding holidays, etc.)

Challenge School

A personal empowerment program with correspondence-learning courses to acquire knowledge andskills.

2,734*2 No usage in fiscal 2020 and 2021, because the training was shifted online
under COVID-19 restrictions.

Groupwide basic education

E-learning-based programs to give every Group employee the opportunity to learn requisite businessknowledge.

132,003

Selective training on
global businessA program to equip employees with fundamental qualities for global business such as linguistic
aptitude, cross-cultural competency, and consensus building.

63

Trainee system

A system to deploy young employees to overseas affiliates for one year of language immersion andpractical training in day-to-day business activities, primarily to enhance their linguistic aptitude andcross-cultural competency.

0*1

JICA Japan Overseas
Cooperation Volunteers

A program to dispatch Toppan employees to emerging and developing countries via the trainee system
to work as Japan Overseas Cooperation Volunteers for the Japan International Cooperation Agency(JICA).

1

Short-term open programs at
IMD

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

1*Average training hours per employee taking part in human asset development
programs in fiscal 2021: 39.2 hours.
*1 Dispatch suspended in fiscal 2021 due to COVID-19 restrictions.

Data on DX Human Asset Development Programs
ProgramOutlineNo. of Participants (cumulative)

DX basic training

An e-learning program (online video viewing: about 6 hours in total, divided into 7 sessions) for acquiring basic knowledge and essential skills
for accelerating DX business.

Training for acquiring
AWS-certification

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

Udemy / Aidemy

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

Co-learning

A one-year, cross-departmental digital marketing program for learning knowledge and business practices across marketing fields.

65

8,889
1,429
*AWS-certified employees: 1,042 (as of March 2022)
1,290
200

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Information on Employees
Activity results, performance data

Number of Employees at the Toppan Group

Number of Employees at Toppan Inc. (As of March 31)

Fiscal 2017
Fiscal 2018
Fiscal 2019
Fiscal 2020
Fiscal 2021

Directors

Total
Employees

19

7,964

Female

1

1,735

79

Male

18

7,974

2,282

Female

1

2,019

89

Male

Management
Supervisors
Class
2,201

AverageTenure1,914

Average Age

15.2

43.6

266

9.3

34.6

1,891

15.4

44.0

319

9.0

35.5

Male

15

8,123

2,366

1,908

15.1

44.5

Female

1

2,207

101

378

8.9

35.8

Male

14

8,294

2,449

1,879

14.9

44.8

Female

2

2,436

109

419

8.7

35.9

Male

7

8,347

2,485

1,865

14.7

45.0

Female

2

2,604

120

455

8.7

35.9

Sum Total
Employees

Part-timeWorkers

Dispatched
Staff

9,699

451

246

9,993

233

249

10,330183

375

10,730133

436

10,951

153

584(As of March 31)

Domestic
Fiscal2021

Sex

Management
Class

Nonmanagerial
Staff

Total
Employees

Male

5,494

23,00628,500Female

311

7,187

7,498

Japan

35,997

Overseas

18,339Groupwide

54,336*Sum total employees: In the tally for fiscal 2018 and after, the total number of employees includes the number of part-time workers who have shifted toindefinite-term employment.
*The average tenure: 20.5 years for male employees and 10.9 years for female employees, based on tallying periods of less than one year in month units, with the
pre-retirement tenures of re-employed employees added.

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

Age-group
1. Below 30 years old

Male
Fiscal2017
FemaleMale
Fiscal2018
FemaleTotal
Employees

Management
Class

Supervisors

Sex

Age-group962

1. Below 30 years old

2. 30-50 years old

4,610

1,146

1,767

3. Over 50 years old

2,392

1,055

147

1. Below 30 years old605

2. 30-50 years old

1,019

55

252

3. Over 50 years old

111

24

14

1. Below 30 years old

971

2. 30-50 years old

4,394

1,170

1,706

3. Over 50 years old

2,609

1,112

185

1. Below 30 years old

687

2. 30-50 years old

1,149

57

297

3. Over 50 years old

183

32

22

Male
Fiscal2019
FemaleMale
Fiscal
2020
Female*Every indicator assured by an independent assurance provider is marked with an assurance stamp

.

Total
Employees

Management
Class

Supervisors987

2. 30-50 years old

4,209

1,158

1,686

3. Over 50 years old

2,927

1,208

222

1. Below 30 years old

770

2. 30-50 years old

1,224

66

350

3. Over 50 years old

213

35

28

1. Below 30 years old

1,051

2. 30-50 years old

4,111

1,178

1,656

3. Over 50 years old

3,132

1,271

223

1. Below 30 years old873

2. 30-50 years old

1,302

66

390

3. Over 50 years old

261

43

29

66

Sex

Male
Fiscal2021
FemaleAge-group

Total
Employees

1. Below 30 years old

1,105Management
Class

Supervisors

2. 30-50 years old

4,024

1,230

1,642

3. Over 50 years old

3,218

1,255

223

1. Below 30 years old

966

2. 30-50 years old

1,347

77

427

3. Over 50 years old

291

43

28

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Number of Recruits at Toppan Inc.

Regular recruitment of
new graduates from universities
and graduate schools

Retention Rates for Recruits at Toppan Inc.

Sales, administration, etc.
Technical

Regular recruitment of new graduates fromhigh schools and colleges of technology

Fiscal 2017

Fiscal 2018

Fiscal 2020

Fiscal 2021

Fiscal 2022

(Percentage of fiscal 2019 hires still working at the Company)

Male

105

102

115

109

105

90

Male

FemaleFemale

65

86

100

98

123

105

Hired on April 1, 2019

227

184

Male

115

86

108

109

128

138

Still with Toppan as of April 1, 2022

196

165

Female

36

45

55

54

53

63

Retention rates

86%

90%

Male

1

6

4

5

3

6

Average for male and female employees

87.8%

Percentage who leave the Company before
working three years

12.2%

33

30

29

29

26

29

355
（37.7％）

355（45.4％）

411（44.8％）

404（44.8％）

438（46.1％）

431（45.7％）

Male

55

46

51

61

100

−

Female

22

13

17

36

42

−

FemaleTotal number of regular recruits(percentage of women)
Mid-career recruitment of experienced personnel(outside recruitment)

Fiscal 2019

Average Annual Salary at Toppan Inc.
Average Annual Salary

Reasons for Leaving Toppan Inc.
Sex
Male

Personal reasons*FemaleRetirement
Requested by the Company
Other
Total
Turnover rate

Fiscal 2017

6,910,163 yen

Fiscal 2018

6,644,621 yen

Age-group

Fiscal 2017

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021*

Fiscal 2019

6,811,464 yen

1. Below 30 years old

53

70

94

44

89

Fiscal 2020

6,775,518 yen

2. 30-50 years old

61

104

105

49

71

Fiscal 2021

7,001,363 yen

3. Over 50 years old

41

39

57

42

57

1. Below 30 years old

41

50

50

25

58

2. 30-50 years old

20

40

37

25

32

3. Over 50 years old

1

2

4

4

9

Announcing the Mid-career Hiring Rate

Male

119

124

180

174

247

Toppan Inc. discloses the ratio of mid-career hires (both outside

Female

1

8

5

0

17

0

0

0

0

0

recruitment and permanent employment of people previously on

Male
Female

0

0

0

0

0

Male

88

90

90

92

92

Female

20

3

6

6

10

Male

362

427

526

401

556

Female

83

103

102

60

126

4.5%

5.2%

5.9%

4.3%

6.1%

*Five female and 38 male employees who left the Company for personal reasons in fiscal 2021 took advantage of Toppan’s support system for employees leaving
the Company to pursue new careers.

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

67

fixed-term contracts) to the total number of regular employees
in accordance with the Japanese Act on Comprehensive
Promotion of Labor Measures, and Stabilization of Employmentof Employees, and Enrichment of Their Working Lives.
Fiscal 2019

Fiscal 2020

Fiscal 2021

22%

24%

28.8%

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Research and Development
Research and Development Structure

Basic Approach

Promotion framework

Approach

Toppan Technical Research InstitutePromotion framework

In the more than 120 years since its foundation, the Toppan

Toppan advances research and development activities centered

The Toppan Technical Research Institute was established inGroup has evolved its original specialization of printing

on its core technologies from a market-oriented perspective.

1986 in Sugito, Saitama Prefecture, Japan. As the Toppan

techniques into the art of printing. Technical advances in

The R&D Strategy Office and Business Development Division

Group’s central research facility, the institute aims to promote

printing, coupled with the fusion of varied knowledge andwork together with technology development departments at

research integration, research exchanges and technologicalexpertise with processing technologies, have enabled Toppan tobusiness divisions across the Group. The R&D Strategy Officedevelopment projects that engage researchers from different

systemize “printing technologies” of its own. Five coreseeks to build a cross-departmental technical administration

fields, and Groupwide collaboration involving worldwide

technologies now drive the Group’s businesses: Information

infrastructure, while the Business Development Division

departments. Its primary focus is fundamental research with

Processing, Microfabrication, Surface Treatment, Material

engages in research, new business development, and strategic

the potential to usher in next-generation technologies. AnotherForming, and Marketing Solutions. These five technologies andinvestment to create new businesses as a disruptive innovator.

core target is the application of innovative technologies for thethe distinct benefits they offer are combined into the new
solutions the Group offers.

Toppan also builds and uses intellectual property

development of original and competitive products and services.

strategically, generates R&D synergies within the Group, and

The institute also provides technical support to businesscollaborates creatively with clients and external researchdivisions working with highly specialized technologies acrosswithin the Group, Toppan continues to generate new value for

institutions to advance the Group’s R&D activities. In these

the Group.

society through co-creation with clients, universities, andways, Toppan delivers new value to address today’s shifting

startups. Toppan will continue deepening and expanding its

society and global environment.

By strengthening core technologies to maximize synergies

As a move into frontier fields, the institute established aresearch course at the Graduate School of Engineering, Osaka

unique technologies to develop new businesses that provide

University of Japan, in 2017. The Joint Research Laboratory

solutions to global social challenges and transform the Group’s(TOPPAN) for Advanced Cell Regulatory Chemistry carries out

business portfolio.

fundamental and applied research on a 3D cell culture
technology. One project using this technology seeks to create

Research and Development Structure

artificial cellular tissues with high biomimetic properties for use
in drug evaluation methods for the advancement of fundamental

Intellectual
Property Division

Clients
R&D Strategy Office
Technology development
departmentsin the business divisions

Business
Development
Division

Toppan Technical ● Fundamental research
Research Institute ● Applied research● New business development

Companies andstartups
Universities● Strategic investments

Research
institutions

R&D departments across the Group68

research on drug discovery in fields such as anti-cancer therapy.
Another project seeks to develop a method to produce various
types of cultured meat, including a type with nearly the same
marbling attained naturally in Wagyu beef. Toppan expects the3D cell culture technology to help the Group contribute further
to the realization of a sustainable society.

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

New Business Creation Themes
PolicyThe Toppan Group has been creating new businesses thatfrom hospitals, clinics, local governments, nursing care facilities,

growth of the Group by making small-scale investments inand other medical institutions across Japan for use in research

growth fields such as digital transformation (DX) business,and development in healthcare, medicine, and welfare fields

cutting-edge technologies, and SDG-focused initiatives. The

and for the creation of new businesses that will help societyGroup has invested in and formed capital and business alliances

achieve long healthy life spans and inclusive communities.

with more than 50 startups around the world since July of 2016.

address social and industrial issues by leveraging business

Toppan is generating new value for society by combining

models and technologies that give the Group a competitive edge.
Healthcare and energy solutions are examples of the Group’s
frontier businesses pursued on a priority basis.

the advanced technologies and business models of startups with

Strategic Investments

A specific venture Toppan carries out is the capital andPolicythe planning and technical capabilities throughout the Group,from both short-term and medium- to long-term perspectives.
Toppan will continue to enhance collaborations with startups to

Activity results, performance databusiness alliance with ICI Inc., a certified enterprise that can be

accelerate DX initiatives and create novel businesses that thetrusted to handle anonymized medical data under the Next

The creation of new businesses and markets has been identified

Generation Medical Infrastructure Act of Japan. Through thisas one of Toppan's main challenges for the medium term.

alliance, Toppan distributes health-related big data collected

Toppan has been developing new businesses for the dynamic

Users of Health Big Data Services

Collaboration with Startups
Backcasted
business
concept

TOPPAN
Implementation for society
Platform for using health big data
Foods & Supplements

Medicalinstitutions

new normal society requires.

Solving social issues
Co-creation of new value

Nursing careLocalgovernments

Strategic partnership

ICI/J-MIMO health big data
Pharmaceutical(Health data of 10 million people)

Corporate
health insurance

Patients / Residents
Education & Sports
Medical devices

Beauty & Fashion

Printing technologies

Housing &Communities

Marketing
SolutionsLife insurance

Material
Formation
Surface
Treatment

Tourism & Leisure

Search for
medium- to long-term
R&D business
opportunities

Information
Processing
Microfabrication

Combining unique technologies
to create new TOPPAN solutions

69

Short- to medium-term
joint service development

Startups

Missing Piece

Moonshot# High-end R&D# Web multilingualization# Smart childcare, and more

# Robots# Driving automation# Space, and more

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

R&D Investments

Visualizing Technical Skills

PolicyPolicyKey Investment Fields

Activity results, performance data

The Toppan Group strives for technological enhancements

Toppan advances research and development to create new

through the strategic utilization of its human capital. From fiscal

businesses with a view to transforming its business portfolio.

2020 onward, for example, Toppan has been surveying human

The Group has defined key fields in which to invest R&D

assets in technology departments across the Group to rate theirresources on a priority basis, starting from fiscal 2020. Fiscal

technical skills.

2020-2022 and fiscal 2023-2025 are positioned as the

The surveys are structured by subdividing the Group’s fivecore technologies into elemental technologies of several types,“foundation building phase” and “result delivery phase,”
respectively.

from currently trending technologies to practical technologies

Toppan has been planting seeds to achieve results in fiscal

applied to products and services. The experience and skills of2023 and beyond by increasing the Group’s R&D budgets to fundindividual employees in each of these elemental technologies

technological enhancements and the faster creation of new

are consolidated into a skill map that can be used to formulate

businesses. The bulk of the R&D funding is spent in key

policies for strengthening technical capabilities through theinvestment fields to address social issues and follow

training, hiring, and optimal allocation of human assets.

technological trends (shown on the table on the right), and theestablishment of foundations such as technological platforms

Overview of Skill Map Utilization

Technical
succession

Linked in-house
DBs

Sharing of
knowledgethat support the Group’s efforts in the key fields.
Identification ofissues that reduce
the number of skilled
personnel

R&D Expenditure

HiringHuman asset
development

Skills data
Optimal allocation

Recruiting

Setting of target skills

20,00026,081

Rotations

Selection oftarget personnel

Determination ofinternal humanassetsUtilization ofinternal human assets

Matching ofskills, needs,
and careerpaths

19,2685G

Next-generation FC-BGA substrates,
5G antennas, electromagnetic wave control/
absorption sheets, etc.

DX

Digital platform business, communication
business, BPO, solutions for local government
administration, etc.

Frontier

Healthcare business, energy business, genome
editing, agribusiness, COVID-19-related
business, etc.

Fundamental
technologies

Converting technology, materials/analysis
technology, microfabrication technology,
AI/data analysis platforms, etc.

Breakdown of R&D Investment Fields
Priority ﬁelds

Existing ﬁelds
21%

Existing Sustainability
ﬁelds,
product
3.9
development
billion yen 5G

6.1(million yen)
30,00025,000

Sustainability

Switch to paper materials, recycling/upcycling
technology, mono-material compositions, etc.

29,00022,348billion yen

Fundamental
technologies

7.0

R&D planfor ﬁscal 2022

29

billion yen

billion yen

15,000

Frontier

10,000billion yen

1.7

billion yen

DX

6.6

billion yen

3.7

5,000
0

Year ended
March 2020

Year ended
March 2021

70

Year ended Year ending
March 2022 March 2023
(plan)TOPPAN Sustainability Report 2022

79%

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Intellectual Property
charge of activities focused on IP issues throughout the Group.

competitiveness in business. The IP strategy executed by Toppan
seeks to secure competitive advantages in markets.
Developing its IP strategy in line with the business andR&D plans of the Group, Toppan continues to link its IP
activities more closely with R&D and market-oriented activities

Planning
departments
Administration
departments
Strategy
departments
IP application/acquisition
departments

its DX/SX patent portfolio in line with the Medium Term Plan.
R&D Strategy
OfficeApplica- Strategy
tions
Develop-ment

Toppan TechnicalResearch InstituteStrategy
departments
Technology
development
departments

Business
Development
Division

Toppan sees intellectual property (IP) as a core source ofIntellectual Property
Division

Approachand SX initiatives. As such, Toppan continues to examine thepatents the Group holds in DX and SX businesses and to enrich

IP Enhancement Project

IP Support for Exploring the Frontier
Toppan’s intellectual property supports the creation of new

Business
divisions

Basic Approachbusinesses at frontiers to adapt to shifts in the businessenvironment. The frontier businesses are managed through IP
landscape analysis, a process that combines information on

and to acquire intellectual property rights for the products andbusiness, management, and intellectual property rights. Toppan

services generated from those activities. Accelerated IP activities

strives to secure business advantages by formulating IP plans

will enhance IP capabilities that bolster the business portfoliotransformation and business management of the Group.

IP Management Initiatives
Activity results, performance data

Intellectual Property Structure
Promotion framework

Foundations for Patent Portfolio Managementbusiness, R&D, and IP strategies across the Group. Project

in-house criteria. Efforts are also underway to quantify the value

participants discussed the ideal structure for the future andof the patents held by assessing them with a set of in-houseconcluded that the IP function must be strengthened, leading toindicators in combination with external indicators conventionallythe establishment of an Intellectual Property Division spun out

used. These activities, applied together, form foundations forfrom the Legal Affairs & Intellectual Property Division in April

managing Toppan’s patent portfolio in ways optimal for the2022. Meanwhile, IP strategy departments newly set up in theongoing transformation of the Group’s business portfolio.

business divisions are coordinating with the strategy

IP and technical managers from the business divisions

forefront 3D cell culture technology that enables the creation of
artificial cellular tissue with high biomimetic properties.

products, services, and technologies in accordance with a set of

direct the IP enhancement project to comprehensively takedepartments work together to file patent applications

Toppan maintains an accurate picture of its intellectual property
portfolio by classifying all of the patents the Group holds infoundation for advancing IP initiatives at Toppan.

Group. To give one example, the IP departments and researchstrategically towards the creation of a network of patents for a

Toppan has launched a project to enhance IP by integrating

departments in the Intellectual Property Division to build theand strategies to intensify the acquisition of patents across the

Patent Applications for 3D Cell Culture Technology(Japan)(*No. of applications as a percentage relative to the total no. of
applications filed in 2017)
（%）
300
200
100

IP Management for DX and SX Businesses

2.7-fold increase since 2017

0

100%

100%

2017

2018

270%

130%

2019

2020

(year)

Toppan’s Medium Term Plan sets a goal of growing the GroupIP landscape analysis is also used to select startup investments

into a leading provider of solutions for social issues through DX

for creating and expanding businesses.

71

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Global IP Initiatives

trademarks, the Group works to register and protect design andstrategy sheet. Each department has been using this sheet tobrand rights for its products and services. Toppan also focuses

identify Toppan’s strengths in the businesses it handles by

At present, the Toppan Group has filed applications foron brand protection by appropriately filing trademark

reviewing market environments, technological trends, and theintellectual property rights and acquired the rights in about 40

applications for services in DX business, especially for

intellectual property rights held by the Group and competitors.

countries and regions across the globe. Toppan works directly

Erhoeht-X®, the brand symbolizing Toppan’s DX expansion.

Once the Group’s strengths are confirmed, Toppan searches forwith overseas patent offices in major countries to back up theTurning to trademarks in SX business, Toppan delivers services

the optimal approach to IP application and acquisition

Group’s global business activities.

under S-VALUE®, a brand that offers fulfilling, comfortablethroughout the Group’s businesses.

Toppan will further increase IP applications in countries

lifestyles in a sustainable society. In addition to the designs forwith important markets for the Group’s businesses and countries

packaging and other products and services, Toppan has also

where the Group operates major production sites. The

filed applications for image-based designs for the graphical user

applications will be focused mainly on security solutions,interfaces (GUIs) often used for the Group’s DX services, based

packaging, and décor materials, the three business segmentson the extended set of design categories to be protected undertargeted for expansion in the Medium Term Plan.

the amended Design Act of Japan.
Through these activities, Toppan strives for the proper

Protecting Designs and Brands

utilization of design and trademark rights and patents to secureToppan recognizes that patents to protect proprietarycompetitive edge in business.

competitiveness of the businesses developed under the TOPPAN
brand. And recognizing the importance of designs andDesign and Brand Protection

IP mix for a DX business

Service name registered asa trademark (Trademark
Registration No. 6191774)
GUI registered as animage-based design(Design Registration
No. 1683628)

Intellectual Property Strategy
Approach

IP strategy departmentsIP
analysis

IP strategies

Technology development
departments

Technology strategies
Business strategies

IP Training and Talent Development
Training, education

The Intellectual Property Division leads Toppan’s Groupwide IP

Toppan aims to establish a framework that promotes thetraining programs. The division releases news on intellectual

formulation and implementation of a customized IP strategy inproperty at regular intervals and arranges e-learning and group-line with the Group’s business plan in every division. Following

training programs tailored to each employee’s experience andare the measures so far taken to form this framework: IP analysis

duties. Toppan continues to enhance the IP knowledge ofto determine the direction of technology development based on

individual employees, along with their abilities to effectively use

hypothetical business plans (e.g., a clear understanding ofthat knowledge.

positioning); construction of an IP portfolio linked to technology

A patented technology that links factory devices
with a web application (Patent No. 6981566)

Hypothetical business plansa mix of intellectual property rights that bring the Group atechnologies and property rights to protect designs and brands
are essential to ensuring the uniqueness and highDivision or Subdivision

Personnel at the Intellectual Property Division also provide

development aiming at gaining business advantages; planningIP support through all the stages from invention consultation toand execution of IP strategies for clearing obstacles posed by the

IP application, to any investee companies that need IP

intellectual properties of competitors.

resources. The division personnel boost customer trust by

Strategy, technology, and IP departments formulate aGroupwide IP strategy by jointly preparing an original IP

72

visiting SME business partners across Japan to hold onsite IP
training on topics such as patents and trademarks.
TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Commendation
Activity results, performance data

FY 2022 Intellectual Property Achievement Award
Toppan Inc. won an award from the Commissioner of the Japan
Patent Office (JPO) at the Intellectual Property Achievement
Awards organized by the Japanese Ministry of Economy, Tradeand Industry (METI) and JPO in fiscal 2022. METI and JPO
recognized Toppan as a corporation that effectively utilizes
intellectual property rights, especially patents.

Acquisition of Intellectual Property Rights at Toppan Inc.
Activity results, performance data

*The no. of applications, etc. may increase or decrease when the in-house aggregation methods change.

Number of Patent Applications (Japan)
1,500
1,000

1,109

1,102

Number of Overseas IP Applications (PCT)
250

1,184

150
100

500
0

2019

corporate value of the Group through the transformation of its
business portfolio.

2020

2021

(ﬁscal year)

Number of Patents Held (Japan)
6,000

117

145

50

Toppan will advance activities under an IP strategy closely
linked to its business and R&D strategies to enhance the

194

200

5,406

5,377

0

2020

2021

(ﬁscal year)

Number of Design Applications (Japan)
5,502

80
60

4,000

40
2,000
0

2019

41

39

2019

2020

51

20
0
2019

2020

2021

(ﬁscal year)

Portfolio of Patents Held by Business Field (Japan)
Basic research,
applied research, etc. 10%

Living & Industry

45%

DX business 7%
Information &Communication(traditional
business) 15%200

patents

50
0*As of March 31, 2022

73

156

150
100

Electronics 23%(ﬁscal year)

Number of Trademark Applications (Japan)

Total of

5,502

2021

98
42
2019

2020

2021

TOPPAN Sustainability Report 2022

(ﬁscal year)

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Universal Design
Basic Approach
Approach

Toppan Declaration on
Universal Design

Corporate
Philosophy

Toppanʼs Seven
Principles on
Universal Design

Guidelines for
Universal Design

The Toppan Group pursues diversity and inclusion (D&I)
through three approaches: management, rewarding work, andbusiness. For business, the Group creates universal design (UD)products and services by embracing UD as a viewpoint topractice D&I principles.
Toppan first launched its UD packaging consulting service

Toppan Declaration on Universal Design
The starting point of our Universal Design isthe provision of dedicated products and services realized throughback in 1999. Two years later, the Group formulated Toppan’s Six

compassionate consideration of users.

Principles on Universal Design, a series of principles to guide

By engaging in repeated dialogues with people from all walks of life

the development of products and services that value diversity
throughout the business fields. Ten years later, in 2010, theGroup announced the Toppan Declaration on Universal Design
and revised the six principles into Toppan’s Seven Principles on
Universal Design. A set of Guidelines for Universal Design incommunication design and packaging was also formulated

and consistently incorporating the ideas of each person,
we will create dedicated products that are

comfortable, easier-to-use, and environment- and human-friendly.
As a corporation extensively involved in human life,

we will help realize a society with a high appreciation of diversity
through approaches to Universal Design.

businesses into “D&I solution,” an enterprise that continues to

1. Design products and services that are more
responsive to people with different physicalabilities and perceptions.

2. Facilitate communication using multiple channels
for communication, including visual, aural, andtactile channels.

3. Make products easier to use by making themeasier to understand.

4. Make products that are easier to move, easier toEstablished in April 2010

under the seven principles. In 2020, Toppan consolidated its UD

Toppan’s Seven Principles on Universal
Designapproach, and require less strength (remove thephysical burdens).

5. Design products that are safe to use procedurally,

provide a widening scope of services.

functionally, structurally, materially, andenvironmentally.

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

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

Revised in April 2010

74

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Action Policy
PolicyToppan’s Guidelines for Universal Design
The Toppan Group has been developing products and services
based on its Guidelines for Universal Design in communication
design and packaging.

Guidelines for Universal Design in Packaging

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

Psychological elements

Tactile sense
Visual sense

Easily handled

Auditory sense

Perceived
accurately
with theeyes

Elements perceived
with the ﬁve senses

Supplemented
by soundSense of smell

Sense of taste

Supplemented byother senses

Supplemented byother senses

Sensuousness

Visual sense

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

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

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

Error
prevention

Substitutability &Selectivity

Easily substituted withother information
media; Designed witha high appreciation ofdiversity

Is understandable

Perceived by touch

Auditory sense

Elements perceived
with the ﬁve senses

Reaﬃrmedby hearing

Sense of smell

Sense of taste

Supplemented
by other senses

Supplemented
by other senses

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

Product
Handleability &Readability

Psychological elements

Tactile sense

Provided at areasonable
price in theamounts
required bysociety

Ecoresponsible

Environmentfriendliness

Easier to
distinguish

75

Easier to hold

Easier to open

Easier to read;
Easier tounderstandEasier to
unpackUsability

Easier to reseal

Easier todiscard;Resource
savingTOPPAN Sustainability Report 2022

Injuryprevention

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

VoiceBiz®

IoA Virtual Teleportation®

Speech Translation App

Remote Experiences

Communication Design

Communication

Based on the concept of the Internet of Abilities (IoA), the IoA

An intuitive, easy-to-use, voice-based translation

Virtual Teleportation® technology allows people to transcend

Multilingual Digital Assistant BotFriends® Vision

service supporting 30 languages. Users canphysical constraints online andregister proper names and fixed phrases. The

enjoy remote experiences

Barrier-free Signage
for Interfacing with AI

VoiceBiz® application has a reverse translation

through an avatar or robotic

function to help users check whether thetwin in distant locations.

The BotFriends® Vision signage system is adelivered translation expresses what they wantmultilingual, AI-powered digital assistant thatto say. Helpful for serving customers at counters and in storesprovides users with audio, text, and image

and for providing business support for workers from otherguidance optimally matched to their queries.

countries.

Initiatives in Fiscal 2021
Activity results, performance data

via Avatars and Robots

for Smooth Multilingual

BotFriends Vision serves up both AIgenerated wisdom and real-time answers from human service
representatives working remotely. Designed in consideration ofpeople in wheelchairs, the BotFriends Vision terminals offer
helpful guidance at public and commercial facilities.

Initiatives for Fiscal 2021

IoANeck® Launched for Remote Experiences

Initiatives for Fiscal 2021

BotFriends Vision was selected by Hankyu
Railway for a long-running test on customer
guidance. A BotFriends Vision terminal installed at
Osaka-umeda Station from July 2021 to March 2022

An advanced wearable developed by
Toppan. Worn around the neck like

VoiceBiz Customized for Tea Ceremonies

a necklace, IoANeck® enables the

Terminology specific to the tea ceremony and etiquette issharing of experiences from remoteregistered on VoiceBiz for use in related courses at VietnamJapan University in Vietnam.
Toppan and the Japan-Vietnam Tea Ceremony and

Demo BotFriends Vision Terminal
Installed at Osaka-umeda Station

Initiatives for Fiscal 2021

Cultural Exchange Association have donated bilingual texts toJapan’s National Institute of Information and Communications
Technology to support its translation database and R&D on AI
translation technology. Toppan encourages public and privatesector organizations in Japan and Vietnam to introduce VoiceBiz

locations. Toppan has officiallylaunched an IoA remote experience
service pack for IoANeck as a tool for

Remote brewery tour incollaboration with TIS Inc.

easily introducing services designed for IoA Virtual Teleportation,a technology that gives remote users the feeling of being physicallypresent. The service pack has already been applied for business
uses such as factory and showroom tours, business meetings, andfactory safety inspections.

as a tool for cultural exchange between the countries.

automatically responded to inquiries from passengers.
Visitors to the terminal received information on train
services, transfers, station facilities, and the complex
geography of the Osaka-umeda area. The contactless
CleanTouch Display helped ensure safety and offered enhanced
convenience and hospitality for rail passengers.

VoiceBiz in use in thetea ceremony course

Customized phrases for the tea ceremony

76

Remote safety inspection andtraining

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

VR Experience of Dementia

DentatsuClinic®

An Interactive Tool

Universal Info Design

A smartphone and paper-based VR goggles give users a

Communication

simulated feeling of having dementia or of serving a customer

DentatsuClinic® is a total solution for enhancing thewith dementia. This VR simulation explains dementia andunderstandability of corporate messages. The solution covers allpresents keys for serving customers affected with the condition.

aspects of a message, from visual elements such as the font, font

VR experiences facilitate viewer understanding of the behavior

size, and color schemes to things like the page structure, theof dementia sufferers and help viewers learn how to support

appropriateness of the text expressions and information stated,them.

and the user’s affinity with the corporate branding.

for Understanding Dementia Sufferers

VRゴーグル

Initiatives in Fiscal 2021
In response to growing interest in developmental disabilities, thefor Enhanced

solution has been enhanced by updating expertise in expressionin consideration of various cognitive characteristics, along withissues to do with gender and sexual diversity. A workshop on
leaflet communication in a diverse society was also held for
employees of clients engaged in catalog design and production.
To support the official DentatsuClinic website launched in
December 2021, Toppan lectured at an external seminar held inJanuary 2022 on the concept of Editorial Universal Design (E-DentatsuClinic helps both the receivers and senders ofUD), the basis for the DentatsuClinic solution. The knowledge

information.

base on E-UD was expanded to the public through themeaningful exchange of information at the seminar. Toppan will

Related site (in Japanese)

https://solution.toppan.co.jp/creative/service/dentatsuclinic.html

continue to enhance the Group’s know-how through exchanges
with outside experts and work to improve communication insociety at large.

Service overview of the VR dementia experience (in Japanese)

Initiatives in Fiscal 2021
Dementia Experience VR for Free in Tokyo
The Tokyo Metropolitan Government’s Bureau of Social Welfare
and Public Health distributed VR content enabling an experienceof dementia to promote awareness (application period endedon November 30, 2021). Leaflets and paper-based VR goggles
were sent free of charge to Tokyo residents
who wished to learn more about dementia.
The simulated experience helped people
understand how
it felt to sufferfrom dementia.

77

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Packaging Design
Easier-to-Use, Paper Container for Oil

Tube-PouchTM

Reclose Pack

People- & Earth-friendly
Packaging

Effortlessly Squeezable Package

Easy-to-Open/Close,
Excellent Preservation

A drip-resistant, paper-based cooking-oil container with a

A tube-shaped pouch made with a film processed into a

A primary food pack with an adhesive function that enhances

double cap to adjust the poured volume to suit the use. The

cylindrical shape and a molded plastic spout attached to the tip.

re-sealability. After the container has been opened and partially“Hold here!” mark and the grooves embossed on the sides makeThe uniquely shaped spout and a body film thinner than aemptied, it can be resealed with a reusable adhesive for secure

the container easy to hold.

conventional laminated tube allow the user to squeeze out the

food storage. This excellent resealing performance eliminates

The empty container can be easily collapsed along thecontents of the tube with just a light press. The elderly andany need for wrapping films or storage bags to preserve productfolding lines into a compact form, reducing the waste volume bychildren can easily dispense a product until it is completely

freshness. The contents of the package are fully protected fromalmost half.

consumed. The pouch is also eco-friendly, as it contains muchdrying and other forms of quality deterioration, which reduces

less plastic resin.

food loss.

Compared to conventional plastic bottles with the same
capacity, this eco-friendly container cuts plastic use by over 60%

Once opened, a portion of the seal stays in place so that theand associated CO2 emissions by 26% or more.

user can easily see that the pack has been unsealed. This
tamper-evident feature better ensures the safety of the foodstored inside.

78

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Pouch with a Press-to-Close Zipper
Easy-to-Openfrom Either Side

This pouch promises persons of any age simple access to theadhesive skin patches inside. Once the package has been torn
open from either side, the edge of the seal on one side protrudes
slightly so that it can be easily grasped by fingertip to make iteasy to zip and unzip the package whenever a new patch isneeded.
A tear-guard line, meanwhile, ensures that the pouch tears
cleanly open along the scored dots without straying.
From left

From right

79

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Total Quality Assurance
Basic Approach

Toppan’s Total Quality Assurance in Business Activities
Shipment

Approach

Quality assurance for products at the Toppan Group is a concern● Have we properly

出荷● Have we assembled an appropriate shipping system?
● Have we delivered the product on time?

Inspection

inspected the product?

for every department, not only the departments directly
responsible for production. Departments involved in marketing,
R&D, planning, design, sales, and shipment all contribute toquality. This is why Toppan describes quality assurance as a
total activity (“total quality assurance”) and strives to improve● Have we achieved the

Quality management
systems(QMS)

Production

proper quality thecustomer requires?

Constant maintenancefor equipment reliability

product quality and manage product safety throughout the

Total productive
maintenance(TPM)

Group.
For the maintenance and improvement of product quality,
the Group has established a Basic Stance on Product Safety
Management and a set of Basic Guidelines on Product Safety● Have we designed the product

Designproperly in light of the quality,
cost, and delivery requirements?

● Have we accurately calculated

costs based on the required quality?

QMS formulation andprocess standardization

Total optimization,
standardization

Nurturing of personnel who canstrictly assess equipment conditions
and product quality

Management to securely manage the safety of the products
Toppan manufactures.

High-quality
products createdwith people,
equipment,
and systems

Estimate▼

Receipt of
Order

Planning● Do we have a proper grasp of the customerʼs demands?

● Have we uncovered needs the customer was unaware of ?
● Do we have the technical development capabilities to

Basic Stance on Product Safety Management

create new production methods?

We promote product safety management throughout the Groupby securing safety and improving the quality of our products
based on the Basic Principles of Conduct Guidelines and theprinciples of corporate social responsibility as a protector ofuser* safety and health.
*User: Includes both customer companies and end-user consumers.

More details on the Basic Stance on Product Safety Management
and the Basic Guidelines on Product Safety Management
https://www.toppan.com/en/about-us/our-corporate-approach/product-safety.html

80

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Promotion Framework

For serious product-related incidents, the center examines theand partner companies can manufacture containers andvalidity of recurrence-prevention measures and the status ofpackages only after undergoing audits with checklists inefforts to sustain these measures. The Toppan Group has also

conformance with the Quality Assurance Guidelines for Food

adopted a production approval system to accredit Toppan sites

Packaging. Toppan carried out accreditation audits for packaging

The Quality Assurance Center in the head office Manufacturing

and partner companies as facilities qualified to engage in theoperations at 11 operational sites inside and outside of theManagement Division holds a Japan-wide conference of quality

manufacture of food containers and packages according to theGroup in fiscal 2021.

assurance departments. Conference participants clarify various

exacting quality-assurance levels required for safety andchallenges related to safety management and quality assurance

sanitation.

Promotion framework

Systemfor products and monitor the progress of key initiatives tomitigate quality loss and further improve product quality. Every
Group site consistently enhances a quality management system
it has formulated under ISO 9001 to bolster product safety
management. The Quality Assurance Center organizes seminars

Audit Points

Activity Results
Activity results, performance dataon ISO 9001 and training sessions for internal auditors every
year. These training sessions aim to constantly improve theeffectiveness of the quality management systems underpinning
total quality assurance across the Group.

Product Safety Management
Toppan has established the Basic Stance on Product Safety
Management and the Basic Guidelines on Product Safety

More details on the Group’s ISO 9001 accreditation and certification(in Japanese)

https://www.toppan.co.jp/about-us/our-corporate-approach/iso/iso9001.html

Management to secure rigorous safety management for the
products the Group manufactures.
All Group sites work to continuously improve the

The quality assurance department in each business divisioneffectiveness of the quality management systems (QMS) theyhandles customer complaints and claims regarding Toppan’s

have formulated under ISO 9001 to bolster product-safety

products. When a serious product-related incident occurs,management. Training seminars for QMS internal auditors are

Toppan sets up an emergency taskforce in line with the Group’s

held at every business division across the Group.

rules on risk management to rapidly and properly handle the

Audits for the Food Filling/Packing Businesses

In fiscal 2021, a total of 281 seminar participants learned

issue, giving the top priority to user safety. The Group has also

how to effectively use internal audits to detect potential defects

established rules on corrective actions for claims from customers

in a QMS.

・Agreements with clientcompanies

・Steps to prevent the outflow
of defective products

・Quality assurance systems ・Steps to prevent
contamination
・Management of equipment
and inspection devices

・Traceability

・Management of safety and ・Food defense
sanitation
・Education and training
・Steps to prevent the・Maintenance of systems andadmixture of different
frameworks for productproducts
safety and quality
・Steps to safeguard against
insect infestations
・Steps to prevent the
admixture of foreign
substances

Operational Sites Audited
Primary food filling/packing businesses
5 sites run by manufacturing subsidiaries
6 sites run by production business partners

in accordance with ISO 9001. Based on these rules, the quality
assurance departments determine fundamental causes, take
optimal countermeasures, and prevent recurrence through thestandardization of corrective actions.

Accreditation System to Approve Food Packaging
Production

The Quality Assurance Center compiles monthly data on

Food packaging requires exacting quality assurance for safety

customer claims and cases of product quality loss from businessand sanitation. The Toppan Group has adopted a production

divisions and assesses the progress of improvement activities.

approval system to ensure that the operational sites of Toppan

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Social Contribution Activities
Basic Approach
Approach

Activity Policy④ have an association with the Toppan Group’s business;⑤ be something that employees support;

PolicyTo “contribute to a fulfilling lifestyle as a mainstay of information

Toppan devises and applies guidelines, themes, and an overall

and culture,” the Corporate Philosophy avows Toppan'sGroupwide policy for social contribution activities (showncommitment to supporting society and people's lives throughbelow) built upon the Corporate Philosophy, the Corporate

business. Toppan addresses social issues through extensive

Creed, the Conduct Guidelines, and various essential features ofengagement with society by delivering wide-ranging goods andthe Group’s businesses. To determine these principles, Toppan

services.

also refers to the three conceptual frameworks the Group has

Recognizing the strong links between its business andsociety, Toppan works to fulfill its responsibilities as a goodincorporated into its sustainability management: the United
Nations Global Compact, the ISO 26000, and the SDGs.

corporate citizen and foster mutual understanding throughinteraction and dialogues with local communities. Toppan
believes that building relationships of trust and growing with
communities is essential for a sustainable society. Basicprinciple 10 of the Conduct Guidelines is “striving to improve
corporate value through social contribution activities and proper
information disclosure/communication.” Toppan sees these
activities as important drivers of corporate value.
Toppan is strengthening community involvement throughsocial contribution activities across the entire global Group anduses its resources to support donations, the arts and culture,
education, and sports, as well as environmental conservationand volunteer activities in which employees address the needsof communities.
More details on the Conduct Guidelines

https://www.toppan.com/en/about-us/philosophy/conduct-guidelines.html

Activity Policy① To focus on global and local social issues and engage
in activities that contribute to the achievement of theSDGs, which are worldwide goals for sustainability.

⑥ not be motivated by an intent to advertise or promote;and⑦ be undertaken with a consciousness of objectives andoutcomes.

Activity Themes① The Environment: Conservation and nurturing ofcommunity environments② Education: Initiatives sustained by Toppan resources③ Culture: Sports promotion and support for the arts andculture for the community④ Community: Initiatives conducted with community
groups, NPOs, NGOs, etc.

② To engage in activities to protect the global
environment, communicate information, foster culture,and contribute to fulfilling living.

Amounts Donated to Support
Communities③ To proactively support the social contribution activities
of employees.

Activity results, performance data

④ To make effective use of the Group’s management
resources.

Toppan has donated to initiatives that support environmental
conservation, education, culture, and communities. Toppan has
also provided donations to aid disaster victims and affected

Activity Guidelines

communities.

Activities should:① be implementable on a continuous basis;

Donations/Contributions

Fiscal 2021

② generate public benefit;Cash170,898,428 yen

Time247,429,507 yen③ be voluntarily selected;

In-kind/Management474,211,228 yen

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Overview of Toppan’s Community Contribution Activities
PolicyThe Environment

CultureConservation and Nurturing
of Community Environments

Sports Promotion andSupport for the Arts andCulture for the Community
Major Activities

Major Activities

1. Holding events on environmental
conservation, biodiversity, etc.

2. Organizing in-house beautification andcleanup activities around plants andoperational sites

1. Supporting the arts and culture
2. Promoting printing culture

4. Holding meetings with community members
to report environmental initiatives

3. Promoting borderless art and para-sports

4. Participating in, cooperating with, and cosponsoring community festivals, sports andother events, etc.

5. Teaching environmental classes atneighboring schools, etc.

3. Participating in beautification and cleanup
activities organized by the community

Education

Community

Initiatives Sustainedby Toppan Resources

Initiatives Conductedwith Community Groups,
NPOs, NGOs, etc.
Major Activities

Major Activities

1. Holding off-site classes in schools

2. Holding plant tours for children and students

3. Organizing SDG-related programs, workshops,etc.

4. Holding practical training sessions andworking experience sessions for students

1. Donating cash, books, goods, etc. to various
institutions and organizations (hospitals,
schools, facilities for the elderly, etc.)

4. Participating in and cooperating with safety
promotion activities and traffic safety
campaigns in the community

3. Participating in and cooperating with antidisaster and fire-safety campaigns in thecommunity

6. Interacting with community members
through in-house events

2. Holding events and providing scholarships
to support people with disabilities

5. A rranging educational programs to
improve literacy, reading comprehension,and creative skills

83

5. Opening site premises and facilities
and providing water resources, etc. tocommunity members

7. Organizing blood donation drives

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

1. The Environment: Conservation andNurturing of Community Environments

Environmental Improvement around Sites
employees and their families.

Employees at Toppan sites across Japan regularly clean up thecommunities around them.

Activity results, performance data

Group sites also cooperate with community members,

Biodiversity-learning Events by the Ecology Center

NPOs, NGOs, and other local organizations in various

The Ecology Center in the head office Manufacturing

such as riversides and parks.

community activities to beautify and clean up public spaces

Management Division collaborates mainly with community
groups and environmental NPOs to organize events where● Tokyo Sea Forest Online Tour

people can learn about biodiversity.

Date: March 21, 2022

The center has refrained from holding nature workshops
over the past two years since the breakout of the COVID-19
pandemic in fiscal 2020. Two events were held in fiscal 2021 inplace of the real-life workshops: an online tour of the Tokyo Sea
Forest and an online creature-finding workshop for students
during their summer breaks.
Group employees, employee families, and other Toppan
stakeholders logged into the events to explore biodiversity innative and foreign species. Toppan expects its nature events to

Participants: 71 people from 38 employee families
Collaborator: Environmental NPO “SHU”
Toppan Inc. is a member of the Tokyo Sea Forest Club,a network of organizations collaborating on a treeplanting project to transform a former landfill site in theTokyo Bay into a beautiful forest on the sea. This virtual
tour explored the sea forest as it is today, now that thesaplings Toppan employees helped to plant have grown
and creatures have migrated into the leafy environment.

motivate participants to conserve the environment in theircommunities.

Activities in Fiscal 2021
● “What is this creature? Tips for summer science

projects”

Date: August 22, 2021
Participants: 27 people from 16 employee families
Collaborator: Ecosystem Conservation Society–Saitama,Japan
Staff from the Ecosystem Conservation Society–
Saitama offered information on the creatures shownin photographs posted online in advance by Toppan

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Activities in Fiscal 2021 in Japan

Kanto Area

Kansai Area

Toppan Technical Research InstituteTakino Plant

Sapporo Plant

Employees continued to

Employees continued to

Employees continued to clean

spaces around the plant once

and the pathways, streets,the plant once a year. A teamof employee participation inalso took part in My Bottle Ecorecorded annually.

Hokkaido & Tohoku Areas

beautify the streets and public

up the streets and parks arounda month. Some 200 instancesof volunteers from the plantcleanup activities have been

beautify the site peripheryroadside ditches, and otherpublic spaces around theplant on the second Monday
every month.

Action Hokkaido, an ocean cleanup campaign run under the
Hokkaido SDGs Promotion Platform.

Chubu Area

Chugoku & Shikoku Areas

Matsusaka Plant

Fukuyama Plant

Employees beautified the plant

Employees continued tocampaign at the Matsusaka

and the industrial estate

periphery in a joint cleanup

beautify the plant premisesindustrial estate.

three times a year.

Kanto Area
Kawaguchi Plant
Kyushu & Okinawa Areas

Employees continued tobeautify the plant peripheryas exemplary members of thecommunity.

Mikkabi Plant

Kumamoto Plant

Employees continued to beautify the plant periphery.

Employees continued to weed

Kashiwa Plant

and clean up the sidewalks andshoulders along the city roads
around the plant once a year.

Employees continued tobeautify the plant premises

and periphery and trim trees
outside the site to clear theway for passers-by.

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

2. Education: Initiatives Sustained by
Toppan Resources
Activity results, performance data

“Mirai Ne!” for a Good Future for Everyone
Toppan has been organizing Mirai Ne! (for a better-tomorrow), a
project to motivate children to think about things that will begood for the future. The project creates learning and hands-on
events by linking companies with educational sites to introduce
various corporate sustainability initiatives in fun ways.
Along with online classes, the project is developing products
through Makuake, a cloud-funding platform organized by● Jonan Elementary School, Izumiotsu, Osaka

Prefecture

Toppan Charity Concerts
Toppan has been holding its annual Toppan Charity Concert

Date: March 8, 2022
Class: A workshop on Glico products with an online
factory tour to learn about the healthcare andenvironmental initiatives organized by Ezaki
Glico of Japan.
Toppan has been holding online classes linking
companies with educational institutions as part ofMirai Ne!, a project that gives students the opportunity
to learn about the sustainability initiatives undertaken
by companies and to think about the actions they
themselves can take.

industry, government, and academia in Japan. Makuake users

series since 2008 as a social engagement activity that supports
global community initiatives to raise literacy rates in developing
countries. In fiscal 2021, Toppan organized the 13th Toppan

Charity Concert , “Kotoba no Shirabe (harmony of words) ,” aseries of literary readings accompanied by classical music. The
ticket revenue from the concerts has been donated to the AsiaPacific Cultural Centre for UNESCO (ACCU) to fund SMILE
Asia, a project that supports literacy education for Cambodian
women, especially mothers who are raising young children or
have children on the way. Toppan aims to grow the total amountdonated from 29,691,751 yen (total as of fiscal 2021) to 35
million yen by fiscal 2025.

choose ideas they would like to support and then purchase

More details on the Toppan Charity
Concerts (in Japanese)
https://www.toppan.co.jp/sustainability/
charityconcert/index.html

merchandise or experiences to fund them.
Toppan will continue to develop content focused on thethemes of the Mirai Ne! project in order to expand co-creation
with customer companies.
● Mirai Ne! Card Game for Learning the SDGs

Toppan produced this game jointly with Kyoto
University venture companies and students from gamedevelopment circles. The viewpoints of all kinds ofchildren were reflected in a game design endowed withcreative ideas and rules that everyone would enjoy.

Activities in Fiscal 2021
● Osaka Business Frontier Senior High School, Osaka

Activities in Fiscal 2021
●1
 3th Toppan Charity Concert “Kotoba no Shirabe”

Date: Oct 31, 2021
Venue: Toppan Hall* *Later stream-able
Performers: Motoyo Yamane (reading), Kie Nakai(reading), Misako Konno (reading), and Masako Shindo(reading), with accompaniments by Yoshiko Kawamoto(viola) and Haruo Uesugi (piano)
Donation: 2,005,091 yen

PrefectureDate: October 6, 2021
Class: An online/real-life hybrid workshop linked with
the Yasuda Factory, a producer of “Akabako (redbox),” a beauty soap from the Cow Brand Soap
Kyoshinsha of Japan.

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

3. Culture: Sports Promotion and Support
for the Arts and Culture for theCommunity
Activity results, performance data

Activities in Fiscal 2021
● Comprehensive collaborative agreement concluded

with Jissen Women’s University● Printing Museum, Tokyo podcasts commenced

Printing Museum, Tokyo

the 100th anniversary of the founding of Toppan. Over the lasttwo decades, the museum has collected and researched

The concerts held at the hall promote the arts and culture under
the Group’s corporate philosophy of “contributing to a fulfilling
lifestyle as a mainstay of information and culture.” The Suntory
Foundation for the Arts bestowed the Toppan Hall with the 47th
Suntory Music Award in 2016 to commend its seminal
programs, mainly recitals organized by the Toppan Hall itself as● Temporary exhibitions

The Printing Museum, Tokyo was established in 2000 to markcommemorate the 100th anniversary of the founding of Toppan.

・Renaissance of Japanese Classics—Exploring tradition
and innovation in the literary works of the Edo andearly Meiji periods

an outstanding contributor to the development of musicalculture in Japan. The performances at the hall have also
attracted notice throughout Europe and influenced the・Graphic Trial 2020—Baton

European chamber music scene.

focused on printing, and organized a host of educational

・Japanese Packaging—Complexity and Simplicity:
Jōmon and Yayoi DNA in Japanese Package Design

with the ongoing COVID-19 restrictions, various talented young

activities (such as classes and lectures on “printing culture・World Book Design 2020-21

musicians, most of them Japanese, impressed music-loving

materials related to printing culture, held exhibitions and events

studies”). Workshop instructors at the Printing House introduce
visitors to the traditional craft of letterpress printing and getthem to explore printing culture. The museum revamped its
basement floor Exhibition Room and several other museum
facilities in 2020, its 20th anniversary year.

● Classes, lectures, workshops, etc.

Though the number of concerts decreased in fiscal 2021

audiences with masterful performances throughout the year.

・“A global history of printing” (online class) at Sagami
Women’s University
・“Japanese history of printing” (face-to-face class) at
Meiji University
・At Kanatomi Elementary School, Bunkyo, Tokyo (online
and face-to-face classes)
・The 2nd Printing Culture Studies Conference “Therise and fall of print media and content seen throughbooks” (held online and in person)

Toppan Hall
https://www.toppanhall.com/en/

・Online commentary on the general exhibitions
General Exhibition Zone
redesigned in 2020

Letterpress workshop
held outside of the museum

・Printing House, live stream on Instagram● A special award from the Japan Society of Publishing

Studies

Activities in Fiscal 2021
● 2020/2021 season performances

https://www.toppanhall.com/en/concert/lineup/2021.html

Printing Museum, Tokyo
https://www.printing-museum.org/en/● 2021/2022 season performances

https://www.toppanhall.com/en/concert/lineup/2122.html

Toppan Hall
Toppan Hall is a symphonic concert venue that opened
concurrently with the Printing Museum, Tokyo in 2000 to

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Graphic Trial
The Toppan Group promotes printing culture and supports
graphic designers through Graphic Trial, an exhibition that
explores relationships between graphic design and the art ofTo limit the spread of novel coronavirus infection,
Toppan also opened an online gallery to display allof the posters shown at the non-virtual P&P Gallery
exhibition.

Central Contest for Book Report Drawings
Toppan continues to work with the Japan School Library
Association and The Mainichi Newspapers Co., Ltd. as acosponsor of the Central Contest for Book Report Drawings, anprinting in search of new forms of expression. Artists at theannual contest that cultivates the reading and creative skills of

forefront of graphic design experiment with different offset-

children by encouraging them to express their impressions ofprinting techniques every year to create posters for thebooks by drawing.

exhibition. Graphic Trial is held at the multipurpose P&P Gallery

In addition to providing ongoing support to the contest,in the Printing Museum, Tokyo.

Toppan presents books published by the Printing Museum,
Tokyo to prize-winning students. These students also receive
replicas of famous Japanese-style paintings produced using
Toppan technologies.

Activities in Fiscal 2021
● 33rd Central Contest for Book Report Drawings

More details on the Graphic Trial (in Japanese)
https://www.toppan.co.jp/biz/gainfo/gt/

Areas: 38 prefectures around Japan (excluding
Yamaguchi Prefecture and the 8 prefectures of the
Kyushu region)
Pictures: 583,797 entries from 5,652 schools● Graphic Trial 2020 “Baton”—Exploring the

Possibilities of Graphic Design through Offset
Printing

Related site (in Japanese)
http://www.dokusyokansoubun.jp/kansouga/

Dates: April 24 - August 1, 2021
Artists:

Taku Satoh (graphic designer at TSDO Inc.)
Asao Tokolo (artist at TOKOLOCOM)

Aaron Nieh (art director at Aaron Nieh Workshop)
Yuri Uenishi (art director, designer)

Tomohiro Ichikawa (photographer at Toppan Inc.)
Related site
https://www.printing-museum.org/en/collection/
exhibition/g20210424.php

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Kanosei Art Project
Toppan has been collaborating with Support Center DREAMand the Borderless Art Organisation as co-organizers of the● Examples of value added to the art

Exhibition goods (for sale) and a desktop calendar
decorated with borderless artworks

Kanosei Art Project (kanosei means “potential” in Japanese)
since fiscal 2018. The project undertaken with the two NPOs is
structured to support the greater independence of persons withdisabilities and to promote business and personnel development
in companies through art. Toppan and a Netherlands-based
borderless art support organization held an online Kanosei Art
Project Exhibition in Daitokuji Zuihoin, from December 2021 toRelated site (in Japanese)

March 2022. Works by borderless artists were displayed in a

https://www.toppan.co.jp/solution/service/kanousei_
art.html

virtual reality space replicating the Zuihoin, a sub temple of the
Daitokuji temple in Kyoto. To grow their value, the borderless● Para-sports athlete Takashi Sanada: Online eventsfor meeting up and cheering for the athletes at theTokyo 2020 Games

Takashi Sanada, one of Toppan’s para-sports athlete
employees, competed in the wheelchair tennis in theTokyo 2020 Paralympic Games. Toppan set up an
online cheering event to give Group employees the
chance to watch his performance in real time and send
him encouraging messages via chat. Shortly after thegames, Sanada presented a series of talks for Toppan
employees and elementary school students from his
hometown (Nasu-Shiobara, Tochigi Prefecture) to lookback on the competition and share the story behind
the games. Children and Group employees cheered on
the para-sports athletes with their love and support.

artworks were also featured in desktop calendars with company
names and various other exhibition goods sold in the museum
shop at the online exhibition. The Toppan Group has been

Para-Sports Popularization“This is MECENAT 2022” Certification

playing an active role in promoting borderless art by returning

Toppan promotes para-sports as a partner of the Tokyo 2020

the usage fees earned through this project to the artists and theParalympic Games and the Japanese Para-Sports Association

Toppan Inc. has been certified as a “This is MECENAT* 2022”

groups supporting them.

(JPSA). Toppan Inc. introduced an employee athlete program* incontributor and granted the Mécénat Mark (shown below), in2014 to hire and support people specializing in sports, including

recognition of the following efforts. The Association forpara-sports athletes, and also operates a para-sports information

Corporate Support of the Arts of Japan commends outstanding

website called SPORTRAIT . Toppan has been popularizing para-

activities (for supporting the arts and culture to enrich society)sports by holding hands-on para-sports events for Group

undertaken by corporations and corporate foundations in Japan.

employees across Japan.

・Toppan Charity Concert series*Employee athlete program: Established in 2014 as a mechanism forpromoting sports and supporting employee athletes who participate ininternational tournaments and competitions. Toppan currently employs
five athletes (including two para-sports athletes).

・Exhibitions, education, and promotion to establish “printing

Activities in Fiscal 2021
● Kanosei Art Project Exhibition 2021 in Daitokuji

Zuihoin (Kyoto; held online)

Dates: December 20, 2021 to March 31, 2022

Related site (in Japanese)
https://www.toppan.co.jp/player/
Toppan’s para-sports information
website SPORTRAIT (in Japanese)
https://sportrait-web.com/

89

culture studies”
・Graphic Trial 2022 “Change”
・Kanosei Art Project*A movement founded in 2014 tohighlight diverse corporate support for
the arts and culture and demonstrate
the social significance and presence of
the arts and culture across Japan.

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

4. Community: Initiatives Conducted with
Community Groups, NPOs, NGOs, etc.
Activity results, performance dataSigning Mutual Cooperation Agreements on
Disaster Response

Opening a System Development Base
Toppan opened an ICT KŌBŌ™ URUMA studio in the Okinawa

Offering Facilities and Stockpiles to
the Community

IT Shinryo Park in June 2021. The Group seeks to stimulate theToppan Group sites open their tennis courts and parking areas,

Okinawan community by increasing local employment throughdistribute emergency stockpiles of food, and arrange otherthe recruitment of new graduates from schools in the prefecture

disaster relief for the members of their communities.

and experienced personnel wishing to return to their hometowns
or to move from mainland cities to Okinawa.

In July 2021, the Koishikawa Site concluded mutual cooperation

Taking Part in Traffic Safety Campaigns

agreements on disaster response with the Bunkyo City OfficeToppan participates in various traffic safety campaigns in theand the Tokyo Metropolitan Police Department (Otsuka Police

community. Group sites help to produce traffic safety leaflets

Station).

and provide instructions on traffic rules and etiquette toemployees who commute by car. Site members also guard

The welfare building at the site will be opened tocommuters at nearby crossings.

community members for vertical evacuation during storms or
floods and to stranded commuters who need temporary shelter

Taking Part in Community Events

during disasters.

Blood Donation Drives

Group employees participate in and cooperate with community

Blood donation drives are held at Group sites in collaboration

events and celebrations such as the local summer-evening

with Red Cross blood centers.

festivals.

Engaging in Anti-disaster/Fire-safety Activities
The Toppan Group cooperates with the community inearthquake preparation activities and fire- and disaster-response
drills, etc.

Blood donation at the Kumamoto Plant

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Community Contribution Activities at Domestic Sites by Area (Fiscal 2021)

Hokkaido & Tohoku Areas
Main sites engaged in the activities

Chugoku & Shikoku Areas

Chubu Area

Main sites engaged in the activities

Main sites engaged in the activities

・Fukuyama Plant
・Kochi Plant

・Nagoya Plant
・Matsusaka Plant
・Niigata Plant
・Mikkabi Plant

The environment
Education
Community

1 case2 cases
1 case・Sapporo Plant
・Sendai Plant

The environment
Education
Community

The environment
CultureCommunity

4 cases
1 case7 cases

2 cases
1 case2 cases

Kanto Area
Main sites engaged in the activities

・Nakanoshima
・Ebie Plant
・Oyodo Plant
・Takino Plant
・Fukusaki Plant
・Kansai Bottling Co., Ltd.
・Shiga Plant
・Mie Plant

・Koishikawa
・Honjo・Itabashi Plant
・Hino Plant
・Sugito (Toppan TechnicalResearch Institute)・Fukaya Plant
・Satte Plant
・Ranzan Plant
・Sakado Plant
・Asaka Plant
・Kawaguchi Plant
・Kashiwa Plant
・Sodegaura Plant
・Sagamihara Plant
・Mito Plant
・Gunma Central Plant

The environment
Education
CultureCommunity

The environment
Education
CultureCommunity

Kansai Area
Main sites engaged in the activities

Kyushu & Okinawa Areas
Main sites engaged in the activities

・Fukuoka Plant
・Saga Plant
・Okinawa
・Kumamoto Plant
・Tamana Plant
The environment
Education
Community

6 cases
1 case6 cases91

8 cases
6 cases
4 cases
9 cases

TOPPAN Sustainability Report 2022

21 cases
12 cases
6 cases
27 cases

Contents

Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Major Community Contribution Activities at Overseas Sites (Fiscal 2021) (Relevant country or region in brackets)
Activity results, performance data

INTERPRINT Polska Sp. z o.o. (Poland)

Max Speciality Films Private Limited (India)

Giantplus Technology Co., Ltd. (Taiwan)

Playground Equipment Repair

Facilities for Village Cremation Ground

Canvas Tote Bags to All Employees

Repaired playground equipment

Installed toilet and drinking water facilities at the cremation

Presented canvas tote bags to all employees on Mother’s Day

to ensure the safety of children.

ground in Rail Majra Village to upgrade amenities for families(May 9) to reduce the use of plastic bags.

attending cremations.

Siam Toppan Packaging Co., Ltd. (Thailand)
Fire Extinguisher Instruction for Monks

Enhanced Literacy

Donated 10 fire extinguishers to the local Srichan Praditpat

Built libraries at four local public schools to improve the literacy

temple, trained the monks on their use, and conducted a fire-and reading comprehension of students.

fighting drill.

Employment of Visually Impaired Masseuses
Hired visually impaired persons as massage therapists and hadthem treat employees at an in-house stress relief facility. The
employees saw improvements in their work efficiency after
receiving the massages.

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Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

PT. Indonesia Toppan Printing (Indonesia)
Donation for Eid al-Adha Festival
Donated a cow and two goats to the community for the Eid
al-Adha 2021 festival.

Donation for Orphans
Donated to Yayasan Al-Ikhlas, an orphanage in Tibitung, Bekasi
province.

Toppan Leefung Changcheng Printing (Beijing)Co., Ltd. (China)
Involvement in a Book Donation Program

Toppan Photomasks Korea Ltd. (Korea)
Ongoing Interaction with a Senior Center
Maintaining a bond with a senior care center adjacent to the

Took part in a public-interest activity organized by the Beijing

Ichon plant for more than eight years. Employees regularly visit

Printing Association to support learning in rural China.

the center to donate facemasks and offer snacks and drinks.

Practical Training and Work Experience

Toppan Photomasks Germany GmbH (Germany)

Provided internship opportunities to local students majoring in

Community Contribution through Donation

printing and engaged them in printing operations for effective
practical learning backed by theory.

Held regular sessions for practical training and work experience
for local students, organized student career fairs, ran an annual
blood donation drive, and donated cash to flood victims inwestern Germany.

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Introduction

Management

Social (S)Special Reports / TCFD

Environment (E)Governance (G)Recognition / Assurance

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

Toppan Merrill Limited (Hong Kong)

Toppan Merrill LLC (U.S.A.)

Toppan Merrill LLC (U.K.)

Donation to a Society for the Blind

Donation

White Eagle Club

Donated to the Hong Kong Society for the Blind to help enrich

Donated to the World Central Kitchen, a non-profit NGO thatThe EMEA sales team visited the White Eagle Club in London

its services. Nominated by the society as a Caring Company.

provides meals in response to humanitarian, climate, andon their community day to help sort and load supplies to be sent

community crises.

to Poland for the aid of Ukrainian refugees.

Donated to Oceana, 365.org, and the Rainforest-Alliance tocommemorate Earth Day.
Donated to New York Cares, the Coalition for the Homeless,and other organizations that aid the homeless.

Toppan Merrill Technology Services
Private Limited (India)

The Workplace Enrichment team, meanwhile, launched adonation drive, a social contribution project to solicit online
donations to various social organizations.

Donation to a Social Service Center
Presented stationery goods, clothes, backpacks, and other schoolsupplies to children and college students at the Renuka
Susikaran Social Service Centre, stayed in touch with them, andbolstered their futures by helping them learn and graduate.

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Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Environment
P. 96

Environmental Policy

P. 100 Environmental Management
P. 104 Mitigation of Global Warming
P. 109 Building of a Recycling-oriented Society
P. 111 Control of Chemical SubstancesP. 113 Pollution Control
P. 115 Biodiversity
P. 118 Environmental Data

95

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Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Environmental Policy
Basic Approach
Approach

Policytransportation/distribution to end-of-life treatment. All of theGroup’s business facilities and entities throughout the value
chain are considered, from suppliers, service providers, andMore details on the Toppan Group Declaration on the Global
Environment
https://www.toppan.com/assets/pdf/sustainability/
The_Toppan_Group_Declaration_on_the_Global_Environment.pdf

contractors to other major business partners of the Group (e.g.,With the growing awareness of environmental conservation

licensees, partners in joint ventures, partners of subcontractors,

throughout the world in the 1990s, the scope of environmental

entities involved in non-controllable projects, due diligenceissues to be tackled by businesses grew significantly. Toppan

providers, partners handling mergers and acquisitions, etc.).

More details on the Annex to the Toppan Group Declaration on the
Global Environment (first edition)

https://www.toppan.com/assets/en/pdf/sustainability/
The_Toppan_Group_Declaration_on_the_Global_Environment_AnnexV1.pdf

reorganized its previous structure for environmental
conservation by establishing the Ecology Center in 1991 andformulating its Declaration on the Global Environment, a basic
philosophy for environmental conservation activities, in 1992.

The Toppan Group Declaration on the Global
Environment

Toppan has promoted environmental initiatives based on the

As responsible members of international society,declaration ever since.

we who work within the Toppan GroupThe Toppan Group aims to create a sustainable society
where all forms of life in the global ecosystem can coexist into
the future. In April 2009, the Group revised its Declaration on

strive to realize a sustainable society
through forward looking corporate activities with consideration
for the conservation of the global environment.

the Global Environment into the Toppan Group Declaration on

Basic Principles

the Global Environment, a basic philosophy for environmental

1. W
 e observe all laws, regulations and in-company rules

activities applied to the entire Group. The revised declarationreflects Toppan’s more assertive approach to the conservation of
the global environment.
The Annex to the Toppan Group Declaration on the Global
Environment (first edition), released in March 2022, presents
requirements and recommendations for the following: legal
observance and decarbonization (approach to climate change),
atmospheric pollution prevention, optimal water use, resource
circulation, hazardous substance control, management ofchemical substances in products, natural resources, andbiodiversity. Environmental activities have been intensified

relating to the environment.

2. F
 or the future of the Earth, we strive for the effective

utilization of limited resources and the reduction of all typesof environmental burden.

3. W ith foresight, we promote the development and widespreaduse of products that show consideration for the environment,
and contribute to the environmental activities of customers.

4. We engage in communication related to the environment witha wide range of peoples both inside and outside the company,
and strive for mutual understanding.

5. W e also take a proactive approach to environmental

conservation in corporate activities in international society.
Formulated in April 1992

across the Group based on this annex.

Revised in April 2009

The Group’s environmental considerations encompass theentire lifecycle of a product or service from production and

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Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Environmental Targets
PolicyActivity results, performance data

Toppan Group Environmental Vision 2050
Toppan has formulated the Toppan Group Environmental Vision
2050, a long-term policy for addressing global environmental
issues, as a proponent of a sustainable society that supports all
forms of life in the global ecosystem of tomorrow.

Toppan Group Medium-and-Long-Term
Environmental Targets for Fiscal 2030

single-year targets, and develops measures for the current year

performance indicators for managing the progress ofwith authorization from the Board of Directors. Site-specificenvironmental conservation activities carried out at individual

targets set in line with the Groupwide targets are treated as key

sites.

Toppan Group Environmental Vision 2050
As a member of international society, the Toppan Group aims to enable “fulfilling, sustainable living” by contributing to decarbonization,
resource circulation, and the optimal use of water through forward-looking activities with consideration for preservation of the global
environment.

①C ontributing to Decarbonization
Aiming for virtually zero Scope 1 and 2 greenhouse gas
emissions.

③O ptimal Water Use
Reducing water consumption and contributing to improved
water quality by preventing pollution.

②C
 ontributing to Resource Circulation
Aiming for zero waste emissions.

Toppan has established the Toppan Group Medium-and-LongTerm Environmental Targets for Fiscal 2030 to achieve theToppan Group Environmental Vision 2050. The performanceindicators set for the 2030 targets are shown below.

Toppan Group Medium-and-Long-Term
Environmental Targets for Fiscal 2030
①C
 ontributing to Decarbonization

1) Contributing to decarbonization: “Scope 1 & 2 and Scope 3
greenhouse gas emissions,” “Renewable energy ratio out of
total power consumption”
2) Contributing to resource circulation: “Final landfill waste

Reduce Scope 1 and 2 greenhouse gas emissions by 32.5% (446kt-CO2e) compared to the fiscal 2017 level (1,373 kt-CO2e).
(Renewable energy ratio of 6.5%)
Reduce Scope 3 greenhouse gas emissions by 20% (1,224 ktCO2e) compared to the fiscal 2017 level (6,122 kt-CO2e).

disposal,” “Waste plastic material recycling rate”②C
 ontributing to Resource Circulation
Reduce final landfill waste disposal by 60% (4,444 t)compared to the fiscal 2017 level (7,407 t).
Increase waste plastic material recycling rate by 12% (to 65%)
compared to the fiscal 2017 level (53%).
③O
 ptimal Water Use
Reduce water consumption, improve water efficiency, andavoid water pollution risks.
(Quantitative targets will be set going forward.)3) Optimal water use: “Scores calculated using a water-risk
assessment tool (water risks in river basins),” “Water
consumption (business impact)”

Single-year Environmental Targets
The Ecology Center (overseeing Toppan’s eco-activities)

Environmental Targets for Fiscal 2022
Performance Target① Contributing todecarbonization

Reduce CO2 emissions

Performance Indicator

Target Value for Fiscal 2022

Scope 1 and 2 greenhouse gas emissions

1,117 kt-CO2e

Scope 3 greenhouse gas emissions

5,651 kt-CO2e

aggregates the Group’s annual environmental performance data

② Contributing toresource circulation

Reduce final landfill waste disposal

Final landfill waste disposal

5,579 ton each goal of the Toppan Group Medium-and-Long-Term

Circulate resources

Waste plastic material recycling rate

57.0%

③ Optimal water use

Set quantitative targets according to regional risks

Environmental Targets for Fiscal 2030, reports the aggregation
results to the Board of Directors, decides on a set of Groupwide

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Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Environment-related Data

Scope 3 Greenhouse Gas Emissions

Activity results, performance data

The Toppan Group failed to attain its reduction target in fiscal

Scope 3 GHG-emission reduction target in line with progress

2021. In fiscal 2021, the Group began activities to attain single-

towards the target for 2030 approved by the SBTi.

year targets set in line with the medium-and-long-term targets

Toppan Group Medium-and-Long-Term
Environmental Targets (Fiscal 2021 Results)

for fiscal 2030.
Result values
6,200

The Toppan Group has been undertaking environmental
conservation activities to ensure that the entire Group attains
the target values set for fiscal 2030. The values from fiscal 2017
are set as baselines.

In fiscal 2021 the Toppan Group achieved its single-year Scope
1 and 2 greenhouse gas (GHG) emission reduction target in linewith progress towards the target for 2030 approved by the
Science Based Targets initiative (SBTi).
Result values
1,400
1,350

1,373
1,373

Target values approved by SBTi (32.5% reduction
in fiscal 2030 compared to the fiscal 2017 level)

1,278
1,236

1,213
1,175
2017

6,100

6,122
5,918

5,911

2019

2020

1,188
2021 (ﬁscal year)

5,839

5,801
2017

7,407

6,817

6,877
6,126

2019

2020

2,000

2021 (ﬁscal year)

Renewable-derived Energy: Amount and Ratio
Renewable-derived Energy(GWh/year)

11.10

Ratio (%)
0.67

*R enewable-derived energy (electricity derived from renewable energy
sources) is the renewable energy procured from electricity retailers
plus the total energy generated at renewable energy power facilities (forsolar power and hydro power) installed at Toppan Group sites.
*T he ratio of renewable-derived energy is the percentage of electricity
derived from renewable energy sources out of the Group’s overall power
consumption.

0

2017

2019

2020

2021

(ﬁscal year)*T he data for fiscal 2020 and earlier are adjusted based on revised
calculation methods.

Waste Plastic Material Recycling Rate

The Toppan Group achieved its recycling-rate target in fiscal
2021. In fiscal 2021, the Group began activities to attain singleyear targets set in line with the medium-and-long-term targets
for fiscal 2030.
（%）

Result values

58.0

Target value

56.9

56.4
55.3

56.0
54.0

*For Scope 1 and 2 emissions, greenhouse gas (GHG) emissions associatedwith electricity consumption at domestic sites are calculated using theadjusted emission factor according to the method specified in the Ministerial
Ordinance Concerning the Calculation of Greenhouse Gas Emissions fromthe Business Activities of Specified Dischargers issued by the Ministry of
the Environment (MOE) of Japan. Meanwhile, GHG emissions associatedwith electricity consumption at overseas sites are calculated using countryspecific conversion factors published by the International Energy Agency(IEA).
GHG emissions associated with fuel consumption, excluding electricity
consumption, are calculated globally by the MOE method specified in the
Ministerial Ordinance Concerning the Calculation of Greenhouse Gas
Emissions from the Business Activities of Specified Dischargers.

4,162

5,745

*Methods for calculating the Scope 3 GHG emissions are presented on
page 106.

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

Target value

4,000

5,833

5,800
5,700

（t）
8,000
6,000

6,000

2021

1,310

1,200
1,150

6,122

Fiscal Year

1,300
1,250

Target values approved by SBTi (20% reduction
in fiscal 2030 compared to the fiscal 2017 level)

5,900

Scope 1 and 2 Greenhouse Gas Emissions

Final Landfill Waste Disposal

In fiscal 2021 the Toppan Group failed to attain its single-year

56.5

52.8

52.0
50.0

.

98

2017

2019

2020

TOPPAN Sustainability Report 2022

2021 (ﬁscal year)

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Assessing Environmental Impact
Approach

Activity results, performance data

Quantifying Environmental Impact based on LIMEThe Toppan Group applies the LIME method to quantify its total
environmental impact, setting the base year value to 100.

Toppan applies the “Life-cycle Impact assessment Method based

With LIME 3, the Group attained a 1.4% reduction in

on Endpoint modeling (LIME)” to assess the degree to which

environmental impact and an 8% enhancement in environmental

the Group’s initiatives for achieving environmental targets haveefficiency in fiscal 2021, compared with the baseline values in

reduced the Group’s total environmental impact. This life cycle

fiscal 2017 (the base year in the LIME 3 calculation).

assessment allows the Group to consolidate INPUT andbusiness activities into a single index of environmental impact.
The LIME provides Toppan with a quantitative view of how
environmental impact is changing from the base year.

LIME 3 Assessment Across the Group
Global Environmental Impact and Environmental
Efficiency
120%
100%

■ Environmental impact (left axis)
Environmental efficiency (right axis)

100

99.7

99.1

289

60%
40%

268

0

2017

270

271

20%

2019

2020

2021

260

(ﬁscal year)*1 T he value in fiscal 2017 = 100 (baseline); recalculated with nonproduction sites excluded*2 E
 nvironmental efficiency = net sales / environmental impact
Toppan has been reducing its climate change-related impact, a large
component of the Group’s overall environmental impact, primarily
through two channels: energy-saving and other eco initiatives that
reduce energy consumption, and high-efficiency production andmaterial recycling methods that reduce resource consumption.

99

100％

290
280

276

■ Mineral resources ■ Fossil resources ■ Forest resources ■ Water resources■ Climate change ■ Atmospheric pollution ■ Photochemical oxidants

300

98.6

80%

Types of Global Environmental Impact by Business
Field

Environmental impact

OUTPUT data on the environmental burden associated with

80％

60％

40％

20％

0％
Information &Communication

Living &Industry

Electronics*Toppan’s environmental impact cannot be expressed in uniform terms
or units, as the materials and product types handled by the Group differ
among the business fields. Toppan therefore assesses the environmental
impact associated with key items for each business field.

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Environmental Management
Promotion Framework
ApproachPromotion framework

Managing Climate Change Risks
The Toppan Group has set up a TCFD Working Group composed

performance evaluation, and improvement serves as a core partof the ISO 14001-based EMSs to ensure ongoing improvement.
Group sites maintain their EMSs through managementof personnel from relevant head office departments under thesystem audits by ISO 14001 registrars, internal environmental

Promotion Framework

Sustainability Promotion Committee to address the risks andaudits (of legal compliance) by the Ecology Center, and otheropportunities presented by climate change. The working groupinternal environmental audits at individual sites.

The Board of Directors is the highest-level body responsible for

employs scenario analysis to identify significant risks andthe Toppan Group’s environmental management. The board

opportunities and perform evaluations focused chiefly on thedata as the organization responsible for overseeing the Toppan

appoints a director to head the Ecology Center, an organization

financial impacts of climate change on the Group.

Group's environmental conservation activities. The aggregation
results are assured by KPMG AZSA Sustainability Co., Ltd. (anthat oversees Toppan’s environmental conservation initiatives bysupervising, evaluating, and verifying environmental activities
undertaken throughout the Group and reporting the verification

Environmental Management Structure
Board of Directors

results to the Board of Directors.
The Toppan Group has established an environmental
conservation framework in which the heads of every businessDirector in charge of the Ecology Center

division, Group company, and operational site are positioned as

Ecology Center

These heads appoint Environmental Management Officers toout at their sites and collaborate to propel environmental
initiatives throughout the business divisions.

independent assurance provider) and reported to the Board of
Directors (for details, see the “List of Indicators Assured by an
Independent Assurance Provider” on page 148). The center
discloses the verified performance data via the Toppan corporatewebsite and other communication channels.
For environmental targets, in particular, the Ecology Center
decides a set of site-specific, single-year targets based on thethe personnel chiefly responsible for environmental efforts.
steer the actual implementation of conservation activities carried

The Ecology Center aggregates environmental performance

Operational sites
Environmental Management Oﬃcers
Eco-protection Promotion Committees

To accelerate the initiatives, these officers have set up

Subcommittees

Eco-protection Promotion Committees, bodies composed ofGroupwide targets and develops current-year measures withauthorization from the Board of Directors. These site-specifictargets are treated as key performance indicators for managing
the progress of environmental conservation activities carried out
at individual sites. The Ecology Center also manages themonitoring of soil and groundwater pollution, ascertains theresults, and discloses the details.

persons relevant to the environment across the departments.
The committees promote environmental conservation activities
at Group sites and manage progress. For advanced
environmental measures, the committees have convened
multiple subcommittees to formulate necessary responses tospecific environmental issues. Energy Subcommittees, forEnvironmental Management Systems
Promotion framework

More details on the Group’s ISO 14001 EMS certification (in Japanese)

https://www.toppan.co.jp/about-us/our-corporate-approach/iso/iso14001.html

Systemexample, pursue energy-saving efforts to help mitigate global

The Toppan Group has established environmental management

warming.

systems (EMSs) based on ISO 14001.

More details on the “Independent Assurance Report” (see page 149)
More details on the monitoring of soil and groundwater pollution in theGroup (see page 114)

A PDCA cycle of planning, support and operation,

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Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental DataManagement Cycle under ISO 14001:2015
Internal andexternal issues

Needs andexpectations ofinterested parties

Context of the Organization
Scope of the Environmental Management System
P

Numbers of Internal Environmental Audits andIssues in Need of Improvement (Fiscal 2021)
Domestic Sites Audited

54

Issues in Need of Improvement Identified at
Domestic Sites

26

Domestic Sites Reviewed

4

Planning
6.1 Actions to address risks and opportunities
6.1.1 General
6.1.2 Environmental aspects
6.1.3 Compliance obligations
6.1.4 Planning action
6.2 Environmental objectives and planning to achieve them
6.2.1 Environmental objectives
6.2.2 Planning actions to achieve environmental objectives

A

Leadership

Improvement
10.1 General
10.2 Nonconformity andcorrective action
10.3 Continual improvement

5.1 Leadership and commitment
5.2 Environmental policy
5.3 Organizational roles,
responsibilities and authorities

Performance Evaluation
9.1 Monitoring, measurement,
analysis and evaluation
9.1.1 General
9.1.2 Evaluation of compliance

9.2 Internal audit
9.2.1 General
9.2.2 Internal audit
programme
9.3 Management review

Support andOperation
7.1 Resources
7.2 Competence
7.3 Awareness7.4 Communication
7.4.1 General
7.4.2 Internal communication
7.4.3 External communication
7.5 Documented information
7.5.1 General
7.5.2 Creating and updating
7.5.3 Control of documented
information
8.1 Operational planning andcontrol
8.2 Emergency preparedness
and response

D

C
Intended outcomes of the environmental management system

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Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

ISO 14001 Certification (54 systems at 91 sites, as of March 31, 2022)
ISO 14001 Certification Obtained at Overseas Subsidiaries

ISO 14001 Certification Obtained at Toppan Inc. and Domestic Subsidiaries
Operational Site (Division or Subsidiary)
Electronics Division
Environmental Design Subdivision [Kashiwa Plant and Satte Plant of Toppan Decor
Products Inc.] (Living & Industry Division)
Tokyo-based sites (Information & Communication Manufacturing Subdivision)

Registrar

Registration Date

JQA

July 1998

GCC

March 2000

Registrar

Registration Date

Toppan Photomasks, Inc. (Round Rock Site)

Group Company (Operational Site)

LRQA

November 2001

Toppan Photomasks France S.A.S.

LRQA

October 2000

Toppan Chunghwa Electronics Co., Ltd.

SGS

October 2003

Toppan SMIC Electronics (Shanghai) Co., Ltd.

SGS

February 2007

Toppan Leefung Printing (Shanghai) Co., Ltd.

CCCI

April 2007

Toppan Leefung Packaging (Shanghai) Co., Ltd.

NQA

July 2008

Toppan Leefung Changcheng Printing (Beijing) Co., Ltd.

ZDHY

November 2009
May 2009

SAI GLOBAL

February 2002

Fukusaki Plant [including Fukusaki Plant of Toppan Plastic Co., Ltd.] (Toppan Packaging
Products Co., Ltd.)JQA

July 2002

Takino Site

JQA

October 2002

Azusawa Site, Atago Site, Kawaguchi Site, Sagamihara Site, Numazu Site (Toppan Logistics
Co., Ltd.)

GCC

October 2002

Toppan Excel (Dongguan) Packaging and Printing Co., Ltd.

CNAS

Gunma Central Plant (Toppan Packaging Products Co., Ltd.)JQA

July 2003

Toppan Yau Yue Packaging (Dongguan) Co., Ltd.

Intertek

May 2016

Mito Plant (Toppan Prosprint Co., Ltd.)

GCC

January 2004

Toppan Win Label Printing (Dongguan) Co., Ltd.

CQC

November 2012

Fukuyama Plant (Toppan Communication Products Co., Ltd.)

GCC

October 2004

Toppan Leefung Packaging & Printing (Dongguan) Co., Ltd.

HKQAAMarch 2009

Higashinihon Subdivision

GCC

March 2005

PT. Indonesia Toppan Printing

LRQA

November 2004

LRQA

February 2005

Ortustech (Malaysia) Sdn. Bhd.

BUREAU
VERITAS

September 2014

Toppan Technical Research Institute

JQA

May 2005

Toppan Photomasks Korea Ltd.

Sapporo Plant, Chitose Plant (Hokkaido Subdivision)

GCC

June 2005

Toppan Photomasks Co., Ltd. (Shanghai)

SAI GLOBAL

December 2006

JQA

February 2007

SAI GLOBAL

March 2007

Satte Plant (Toppan Plastic Co., Ltd.)
Ranzan Plant, Kyushu Plant (Toppan Packaging Service Co., Ltd.)
Sagamihara Plant (Toppan Packaging Products Co., Ltd.)

GCC

October 2008

Head office, Kansai branch (Toppan Techno Co., Ltd.)

Kyushu Subdivision (Nishinihon Division)

SAI GLOBAL

March 2009

Sodegaura Beverage Plant (Toppan Packaging Service Co., Ltd.)SAI GLOBAL

April 2009

Fukaya Plant (Toppan Packaging Products Co., Ltd.)GCC

March 2010

Chubu Division

JQA

December 2010

BUREAU
VERITAS

February 2008

Kochi Plant (Toppan Electronics Products Co., Ltd.)
Head office, Saitama Plant (Livretech Co., Ltd.)JCQA

July 2001

Fukushima Plant [including Takino Plant, Sagamihara Plant] (Toppan Infomedia Co., Ltd.)JUSE

November 2001

Central Research Center (Toppan Forms Co., Ltd.)JQAMarch 2004

Toppan Forms Tokai Co., Ltd.

JQA

August 2004

Toppan Forms Kansai Co., Ltd.

JQA

April 2007

Toppan Forms Nishinihon Co., Ltd.

JQAJanuary 2005

JQA

September 2011

Toppan Forms Central Products Co., Ltd.
Tosho Printing Co., Ltd.

Intertek

May 2003

Gunma Plant (Tamapoly Co., Ltd.)JQA

February 2011

Sanda Plant (Tamapoly Co., Ltd.)JQAJanuary 2012

Tochigi Plant (Tamapoly Co., Ltd.)JQA

August 2017102

Toppan Security Systems Pte. Ltd.

TUVAugust 2010

Giantplus Technology Co., Ltd. (Bade Plant [T 1])

SGS

January 2008

Giantplus Technology Co., Ltd. (Bade Plant [T 2])

SGS

May 2018

Giantplus Technology Co., Ltd. (Headquarters)

SGS

January 2005

Giantplus Technology Co., Ltd. (Hsinchu Plant)

SGS

March 2013

Kunshan Giantplus Optronics Display Technology Co., Ltd.

SGS

June 2012

Siam Toppan Packaging Co., Ltd.

MASCIApril 2002

Gravity Group IND. LLC

URSFebruary 2015

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Environmental Education

Environmental Communication

The Toppan Group implements various measures to improve the

The Toppan Group develops Environmental Communication

environmental literacy of employees based on social trends

Activities to share environmental conservation awareness withrelated to the environment, priority topics for year-by-year

stakeholders through community involvement initiatives andenvironmental activities, and other environment-related issues.

environmental education for Group employees and non-Toppan

Toppan has been holding sessions for rank-based training,

individuals. Toppan has been organizing a host of environmental

optional training, and internal auditor training. The rank-based

communication activities such as industry-government-

training includes both group sessions and Groupwide e-learning

academia-civil society projects, the disclosure of environmental

programs. The Group also organizes regular training on Eco-

performance data on the Toppan website, the publication of Sitecreativity Activities for employees in sales departments.

Eco Reports for surrounding communities and local
governments, neighborhood meetings to report on the Group’s

Results of Environmental Education (Fiscal 2021)
Training
New employee training: Generalenvironmental education
E-learning-based program on Toppan’ssustainability initiatives
E-learning-based program for personnel incharge of the environment in fiscal 2021
Toppan Challenge School (15 courses)
Toppan Business School (7 courses)
Internal environmental auditor training
programNumber of Trainees

environmental efforts, and participation in eco-exhibitions andenvironmental consortiums.

464
18,300
526
28
2,374
175

103

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Mitigation of Global Warming
Basic Approach
Approach

PolicyThe Toppan Group has formulated the following basic policies
for mitigating global warming.

Activities

warming mitigation measures, primarily through its involvement
in JFPI activities to address climate change and promote low

Activity results, performance datacarbonization. Under the leadership of Toshiro Kinoshita from
Toppan Inc.’s Ecology Center, the JFPI’s Working Group for

Reducing Greenhouse Gas Emissions

Voluntary Action Plans on the Environment (under theEnvironmental Management Task Force of the Global

The Toppan Group has been reducing total emissions of carbon

Environment Committee) pursues industry-wide global warming

activities and the lives of people around the world. Recognizing

dioxide (CO2) and other greenhouse gases (GHGs) to help

mitigation initiatives by devising voluntary action plans forthis burden, Toppan positions global warming mitigation as a

mitigate global warming. To reduce Scope 1 GHG emissions

reducing VOC emissions and implementing various othercritical challenge for management. Based on the Toppan Group(direct emissions from industrial processes or fuels consumed atmeasures towards the realization of a low-carbon, circular

Declaration on the Global Environment, every person in the

the Group), Toppan is systematically replacing utility facilities

economy.

Group is firmly committed to the creation of a sustainable

used for long periods with high-efficiency alternatives. The

society and strives to address climate change as a responsible

Group is also installing systems to abate high-global-warming-

member of the international community.

potential (GWP) gases emitted from semiconductor production

Global climate change has huge impacts on corporate

Toppan focuses on energy management and the rational useof energy in implementing activities towards climate security.
The Group will continue to adopt renewable energy sources on aprocesses and replacing those gases with lower-GWP
alternatives.
Toppan also reduces Scope 2 GHG emissions (indirect

preferential basis and encourage the broad use of renewables

emissions associated with the consumption of electricity,

into the future.

heating, or cooling purchased or acquired by the Group) by
operating a nationwide demand-monitoring system to control
peak power demand across Japan, redressing power demandand-supply imbalances, and reducing the nonessential use of
power by suspending the operation of equipment during
vacations.
Toppan Logistics Co., Ltd., the logistics specialist for theGroup, is working with shippers from Toppan Group companies
to optimize transportation conditions and further improvetransportation efficiency. Together they endeavor to reduce theenergy consumption per unit of transport volume by company
vehicles and the total volume of CO2 emissions from transport.
As a member of the Japan Federation of Printing Industries(JFPI), Toppan has driven industry-wide efforts to spawn global

104

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Data on Greenhouse Gas Emissions

Scope 3 Greenhouse Gas Emissions(subject to the Group medium-and-long-term environmental

Scope 3targets)

Activity results, performance data

Greenhouse Gas Emissions● Extraction of raw materials

6,200

Scope 1 and 2 Greenhouse Gas Emissions(subject to the Group medium-and-long-term environmental
targets)

Scope 2

6,122

1,373

● Production of raw

materials, etc.

6,000

5,911

5,900

5,700

1,350

5,833

5,801

● Transportation and

2017

2019

2020

2021 (ﬁscal year)

1,250

The reporting
company itself● Fuel combustion

distribution of raw
materials, etc.

● Emissions from industrial

processes● Employee commuting

1,175

1,188

2019

sold products and goods● Sales activities,

Scope 1, 2, 3 Greenhouse Gas Emissions● Transportation and

1,150

2017

● End-of-life treatment ofbusiness travel

1,213

1,200

electricity suppliedby entities outside the reporting
company● Consumption of heating and coolingsupplied by entities outside
the reporting company

Scope 1

*Methods for calculating the Scope 3 GHG emissions are presented on
page 106.

1,300● Consumption of

Suppliers, etc.

6,100

5,800
1,400

Calculating Scope 3 Greenhouse Gas Emissions

2020

2021 (ﬁscal year)*For Scope 1 and 2 emissions, greenhouse gas (GHG) emissions associatedwith electricity consumption at domestic sites are calculated using theadjusted emission factor according to the method specified in the Ministerial
Ordinance Concerning the Calculation of Greenhouse Gas Emissions fromthe Business Activities of Specified Dischargers issued by the Ministry of theEnvironment (MOE) of Japan. Meanwhile, GHG emissions associated withelectricity consumption at overseas sites are calculated using country-specificconversion factors published by the International Energy Agency (IEA).
GHG emissions associated with fuel consumption, excluding electricity
consumption, are calculated globally by the MOE method specified in the
Ministerial Ordinance Concerning the Calculation of Greenhouse Gas
Emissions from the Business Activities of Specified Dischargers.

distribution of soldproducts and goods

Based on the fiscal 2021 results, Toppan calculated Groupwide
Scope 3 greenhouse gas (GHG) emissions (indirect emissions
not included in Scope 2, associated with business operations
throughout the entire value chain of the Group) to identify thecategories of corporate activity that emitted more GHGs and toestablish priority targets in the Group’s GHG-emission reduction
strategy. This calculation showed that several categories related
to raw material consumption collectively accounted for thelargest share of the Group’s GHG emissions, primarily: category
1 (manufacturing of products purchased by Toppan), categories
4 and 9 (transportation and distribution of products purchased
and sold by Toppan), and category 12 (end-of-life treatment of
products sold by Toppan).

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

Users of products
and goods● Use of sold products

and goods

Scope 1, 2, 3 Greenhouse Gas Emissions(kt-CO2e)

Scope 1
380

Others*275

Scope 2808

Category 9269
Category 12
1,195

Category 4
520

7,021
Category 1
3,574*Others:
Category 2 147
Category 3 95
Category 5
3Category 6
5Category 7 24
Category 8
1

105

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Details of the Scope 1, 2, and 3 Categories
Emissions Types
Direct emissions(Scope 1)

Direct emissions from industrial processes or fuels consumed at thereporting company

Indirect emissions(Scope 2)

Indirect emissions associated with the consumption of electricity,
heating, or cooling purchased or acquired by the reporting company

・For Scope 1 and 2 emissions, greenhouse gas (GHG) emissions associated with electricity consumption at domestic sites are calculatedusing the adjusted emission factor according to the method specified in the Ministerial Ordinance Concerning the Calculation ofGreenhouse Gas Emissions from the Business Activities of Specified Dischargers issued by the Ministry of the Environment (MOE)of Japan. Meanwhile, GHG emissions associated with electricity consumption at overseas sites are calculated using country-specificconversion factors published by the International Energy Agency (IEA).
・GHG emissions associated with fuel consumption, excluding electricity consumption, are calculated globally by the MOE method specified in
the Ministerial Ordinance Concerning the Calculation of Greenhouse Gas Emissions from the Business Activities of Specified Dischargers.

Calculation Methods

Indirect Emissions Not Included in Scope 2 (Scope 3)

Activity Quantity

Basic Unit from

Category 1

Purchased goods and services

Emissions associated with activities up to the point of the production of raw materials,
components, goods, sales-related materials, or the like purchased or acquired by the reporting
company

Category 2

Capital goods

Emissions that occur during the construction or production of capital goods purchased or
acquired by the reporting company

Category 3

Fuel- and energy-related activities (notincluded in Scope 1 or Scope 2)

Emissions associated with the procurement of fuels supplied by entities outside the reporting
company or fuels necessary for the generation, etc. of electricity, heating, cooling, etc. consumed
by the reporting company

Category 4

Upstream transportation anddistribution

Emissions associated with logistics up to the point of the arrival of incoming raw materials,
components, goods, sales-related materials, or the like purchased or acquired by the reporting
company; transportation and distribution of products sold by the reporting company

Category 5

Waste generated in operations

Emissions associated with the transportation and treatment of waste generated at the reporting
company

Waste discharge by type

MOE-DB*1

Category 6

Business travel

Emissions associated with business travel by employees

Business travel expenses by transport mode

MOE-DB*1

Category 7

Employee commuting

Emissions associated with the commuting of employees between their homes and worksites

Commuter fares or petrol costs

MOE-DB*1

Category 8

Upstream leased assets

Emissions associated with the operation of assets leased by the reporting company (lessee),excluding Scope 1 and Scope 2 emissions

Electricity and gas consumed at tenant premises

Emission factors bybusiness

Category 9

Downstream transportation anddistribution

Emissions associated with the transportation, storage, loading, or retailing of sold products after
delivery to customers

Estimated freight
ton-kilometers by product

CFP-DB*2

Category 10

Processing of sold products

Emissions associated with the processing of sold intermediate products by downstream
companies

Excluded from calculation because there are no scenarios or units that apply
universally to Toppan’s diversified products

Category 11

Use of sold products

Emissions associated with the end use of sold products by users (consumers, downstream
companies)

Not applicable

Category 12

End-of-life treatment of soldproducts

Emissions associated with the transportation and treatment of sold products at the end of theirlife by users (consumers, downstream companies)

Waste disposal by product (estimated)

Category 13

Downstream leased assets

Emissions associated with the operation of assets owned by the reporting company (lessor)

Not applicable

Category 14

Franchises

Emissions from franchise members

Not applicable

Category 15

Investments

Emissions related to the operation of investments

Excluded from calculation

Materials purchased or acquired (by weight)

CFP-DB*2

Capital investments by business field

MOE-DB*1

1. Electricity and steam consumption

1. MOE-DB*1

2. Fuel consumption

2. CFP-DB*2

1. Freight ton-kilometers as a designated shipper
classified under the Energy Saving Act of Japan
2. Estimated freight ton-kilometers ofprocurement logistics

1. Energy Saving Act ofJapan
2. CFP-DB*2

CFP-DB*2

Notes
・Toppan calculates the Group’s Scope 3 GHG emissions for categories 1-9 and 12.
・The calculation boundary covers Groupwide GHG emissions associated with Toppan Inc. and Group entities consolidated for accounting purposes.
・ For “freight ton-kilometers as a designated shipper classified under the Energy Saving Act of Japan” in category 4, “business travel” in category 6, and “employee commuting” in category 7, Toppan has estimated total values across the calculation
boundary in terms of the proportion of production volume or employee numbers based on the values counted for organizations whose activities are quantifiable.
*1 MOE-DB: Emission unit database for calculating the greenhouse gas emissions, etc. of organizations throughout the entire supply chain (ver. 2.5) issued by the Ministry of the Environment of Japan*2 CFP-DB: Standard database (ver. 1.01) of the Japan Environmental Management Association for Industry (JEMAI) Carbon Footprint of Products (CFP) Communication Program

106

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Percentages of Greenhouse Gas Emissions
by Type (in tons of CO2 equivalent)
CO₂
89.49%

Percentages of Greenhouse Gas Emissions
by Source (in tons of CO2 equivalent)

Calculated Level of Fluorocarbon Leakage

Scope 2:
Electricity andsteam consumption

Domestic Sites(Fiscal 2021)

Scope 1: Fuel consumption

243,210 t-CO₂e（20.48%）807,517 t-CO₂e（67.99%）

Scope 1:Non-energy-derived
greenhouse gases

Other
1.78%

SF6
8.73%
N₂O
0.08%

NF₃
0.06%

CH₄
0.13%

PFC
1.51%

Total: 1,187,710 t-CO2e

136,982 t-CO₂e（11.53%）

Overseas Sites

1,097 t-CO2e
1,435 t-CO2e

Notes
・The value shown for domestic sites (including Group company sites)is calculated in conformance with the Act on Rational Use and Proper
Management of Fluorocarbons enforced in April 2015 in Japan.
・The value shown for overseas sites is calculated by a method
corresponding to the Japanese Act on Rational Use and Proper
Management of Fluorocarbons.

Notes
・For Scope 1 and 2 emissions, greenhouse gas (GHG) emissions associated withelectricity consumption at domestic sites are calculated using the adjusted
emission factor according to the method specified in the Ministerial OrdinanceConcerning the Calculation of Greenhouse Gas Emissions from the Business
Activities
E of Specified Dischargers issued by the Ministry of the Environment(MOE) of Japan. Meanwhile, GHG emissions associated with electricity
consumption at overseas sites are calculated using country-specific conversion
factors published by the International Energy Agency (IEA).
GHG emissions associated with fuel consumption, excluding electricity
consumption, are calculated globally by the MOE method specified in the
Ministerial Ordinance Concerning the Calculation of Greenhouse Gas
Emissions from the Business Activities of Specified Dischargers.
・Fiscal 2021 GHG emissions from domestic sites (including Group company
sites) and overseas sites are based on calculations of energy-derived CO2
emissions and non-energy-derived GHG emissions (namely, CO2, CH4,
N2O, HFC, PFC, SF6, and NF3 emissions associated with dry etching, dry ice
consumed, waste burned in incinerators, combusted refuse-derived fuel,and fuel consumed in cogeneration systems). GHG emissions accounting for
0.01% or more of total emissions from these sites in CO2-equivalent values areincluded.

Values, Results, and Evaluation of Environmental Targets for Fiscal 2021
Performance
TargetContributing todecarbonization

Reduce CO2
emissions

Performance Indicator

Fiscal 2021

Target Value

Scope 1 and 2 greenhouse gas
emissions

1,174 kt-CO2e

Scope 3 greenhouse gas emissions

5,745 kt-CO2e

ResultAchievement Rate

Evaluation

1,188 kt-CO2e

98.8%

B

5,833 kt-CO2e

98.5%

B

Evaluation criteria
S: Results achieved far surpass the targets (achievement rate [%] ≧ 105)
A: Targets achieved (100 ≦ achievement rate [%] < 105)
B: Activities fully carried out, but targets unachieved (70 ≦ achievement rate [%] < 100)
C: Activities insufficient (achievement rate [%] < 70)
Achievement rate: 200 – (values actually achieved / target values) x 100 [%]*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

107

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Associated Data
Activity results, performance data

Energy Consumption
Toppan evaluates and discloses Groupwide environmental data, including data at overseas Group subsidiaries.

Energy Consumption

Electricity Consumption(TJ)
25,000Natural Gas Consumption（1,000 Nm³）

（GWh）21,18021,31320,0002,000

20,602

1,715

1,709

1,600

100,000

1,651

80,00015,0001,200

60,00010,000800

40,0005,000

400

20,000

0

2019

2020

2021

(ﬁscal year)

0

2019

2020

2021

0
(ﬁscal year)

82,083

201987,141

84,0312020

2021(ﬁscal year)*The Group consumes electricity derived from renewable energy sources, inaddition to the electricity shown above.

Kerosene Consumption

Renewable-derived Energy: Amount and Ratio（kL）

Fiscal Year

5,000
4,000

3,744

3,868

(GWh/year)

2021

3,653

11.10

Ratio (%)
0.67

*R enewable-derived energy (electricity derived from renewable energy
sources) is the renewable energy procured from electricity retailers
plus the total energy generated at renewable energy power facilities(solar power and hydro power) installed at Toppan Group sites.

3,000
2,000

*T he ratio of renewable-derived energy is the percentage of electricity
derived from renewable energy sources out of the Group’s overall power
consumption.

1,000
0

Renewable-derived Energy

2019

2020

2021

（km/L）
4.5
4.2

.

108

3.97

3.98

2019

2020

4.14

3.9
3.6
3.3
3.0

（ﬁscal year）*Every indicator assured by an independent assurance provider is marked with an assurance stamp

Fuel Efficiency of Vehicles Owned by Toppan
Logistics

2021

TOPPAN Sustainability Report 2022

（ﬁscal year）

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Building of a Recycling-oriented Society
Basic Approach

and waste acid from the Electronics field. The Group has striven

environmental burden.

to increase the material recycling rate by processing waste paper

Approach

into recycled paper, separating waste plastics and processing

Activities

The Toppan Group has formulated a set of priority policies
towards the building of a recycling-oriented society as a criticalcomposite plastics into pellets, and recycling by other methods.
Waste acid, meanwhile, has been treated in-house to lower
volumes for disposal. The list on the left below shows the targets

Activity results, performance data

for the discharge, discharge-reduction, and recycling of plastic

challenge for management. The Group processes industrial
waste and waste materials in line with the following priorities:

In a drive to use limited resources more effectively, the Toppan

industrial waste, including plastics used in products. These are1) First priority is given to reductions of the discharge ofGroup works to reduce the discharge of waste, increase thethe Group’s primary measures for plastic circulation undertaken

industrial waste and waste materials generated in association

recycling rate, and apply appropriate waste treatment methods

to comply with the Plastic Resource Circulation Act enforced inwith business activities; 2) Second priority is given to the reuse

based on the Toppan Group Declaration on the Global

Japan in April 2022. As for the sustainable use of water, aor recycling of industrial waste and waste materials discharged

Environment.

limited resource, individual Group sites assess water risks,

Waste paper derived from operational sites primarily in thein spite of the reduction efforts; and 3) Third priority is given to
the application of appropriate treatment methods to industrial

Information & Communication and Living & Industry fields

waste and waste materials not reused or recycled.

makes up the largest portion (about 64%) of the total waste

The order of priority may be revised if another order ofpriority is deemed to be more effective for reducing

High-volume
waste dischargers

effluents discharged into water systems.
Toppan will continue to strive for the effective use ofdischarged at Group sites. The next largest portions are waste

limited resources by reducing overall waste discharge andplastics derived from plants in the Living & Industry field (17%)

promoting material recycling across the Group.

Plastic Circulation Targets Based on Japanese Legislation*

Waste dischargers

reduce the levels of water consumed, and control the quality ofValues, Results, and Evaluation of Environmental Targets for Fiscal 2021

Company Name

Fiscal 2021
Discharge(t)Fiscal 2022 Reduction/Recycling Target

Toppan Packaging Products Co., Ltd.
Tamapoly Co., Ltd.
Toppan Decor Products Inc.
Toppan Communication Products Co., Ltd.
Toppan Inc.
Toppan Infomedia Co., Ltd.
Toppan Plastic Co., Ltd.
Toppan TOMOEGAWA Optical Films Co., Ltd.
Toppan Packaging Service Co., Ltd.
Toppan Electronics Products Co., Ltd.
Toppan Techno Co., Ltd.
Toppan Media Printech Tokyo Co., Ltd.
Kansai Bottling Co., Ltd.
Toppan Prosprint Co., Ltd.
Toppan Graphic Communications Co., Ltd.

13,993
1,649
1,414
836
732
549
483
380
244
104
33
11
7
6
0.2

Increase the material recycling rate by 1.8% year over year
Reduce roll-film rewinding loss to below the previous year’s level
Increase the material recycling rate by 1.8% year over year
Increase the material recycling rate by 1.8% year over year
Increase the material recycling rate by 1.8% year over year
Increase the material recycling rate by 1.8% year over year
Increase the material recycling rate by 1.8% year over year
Increase the material recycling rate by 1.8% year over year
Increase the material recycling rate by 1.8% year over year
Increase the material recycling rate by 1.8% year over yearー
Increase the material recycling rate by 1.8% year over yearーーー

Performance
TargetPerformance
Indicator

Fiscal 2021
Achievement Rate

Evaluation

6,126 t 6,877 t

87.7%

B

56.5%

100.7%A

TargetValueContributing toresource
circulation

Reduce final landfill Final landfill waste
waste disposal
disposal
Waste plastic
Circulate resources material recycling
rate

Optimalwater use

Evaluate water consumption according to use at
individual Group sites and implement an
automatic water-quality monitoring system toprevent water pollution across the Group

Result56.9%

Evaluate water consumption andmeasure effluent quality at
individual Group sites
Examine system specifications for
adoption of IoT technologies

Evaluation criteria: S) Results achieved far surpass the targets (achievement rate [%] ≧ 105); A)
Targets achieved (100 ≦ achievement rate [%] < 105); B) Activities fully carried out, but targets
unachieved (70 ≦ achievement rate [%] < 100); C) Activities insufficient (achievement rate [%] < 70)
Achievement rate: 200 – (values actually achieved / target values) x 100 [%]*Targets for the discharge, discharge-reduction, recycling of plastic industrial waste (including plastics used in products), and otherplastic circulation measures based on the Plastic Resource Circulation Act of Japan*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

109

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Associated Data
Activity results, performance data

Toppan evaluates and discloses Groupwide environmental data, including data at overseas Group subsidiaries.

Material Input(kt)

Final Landfill Waste Disposal■ Paper ■ Plastic ■ Ink, solvent ■ Other ■ Glass

2,500

8.2
36.7

2,000
1,500

8.5
40.7

0

7,407

4,000

377.0

1,339.4

1,356.3

1,280.8

2020

8,000
6,000

94.2
345.6

2019

Target value

6.2
43.6

92.1
316.1

2021

(kt)

6,817

400

6,877
6,126

95.5

1,000
500

（t）

Waste Recycling

4,162

0

314.1

306.9

2019

2020

2021

200
100

2,000

(ﬁscal year)

323.8

300

2017

2019

2020

2021

0
(ﬁscal year)(ﬁscal year)*The data for fiscal 2020 and earlier are adjusted based on revised calculation
methods.

Water Consumption（1,000 m³） ■ Groundwater ■ Municipal water ■ Industrial water （1,000 m³）■ Rainwater (left axis)
15,0005,000
Use of water circulated on premises (right axis)■

12,000
9,000

4,301

25
803

4,974

4,132

24
772
5,004

7,457

0

2019

6,914
2020

（%）

12,500

4,400

10,000

4,873

3,800

7,500

3,200

5,000

2,600

2,500

2,000

0

6,929
2021

（1,000 m³） ■ Into public water system ■ Into sewage system

25
611

2,913

6,000
3,000

Waste Plastic Material Recycling Rate

Effluent Discharge

2,625

2,797

2,535

7,624

2019

.

7,354

2020

110

7,305

2021

(ﬁscal year)

Target value

56.9

56.4
55.3

56.0
54.0

(ﬁscal year)*Every indicator assured by an independent assurance provider is marked with an assurance stamp

Result values

58.0

56.5

52.8

52.0
50.0

2017

2019

2020

TOPPAN Sustainability Report 2022

2021 (ﬁscal year)

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Control of Chemical Substances
Basic Approach
Approach

Activities
Activity results, performance data

The Toppan Group has formulated the following basic policies

The Toppan Group strives to reduce the use of chemical

on chemical substance control.

substances in order to mitigate the impact of these substances

Toppan refrains from the use of hazardous chemicalon the environment. The Group has been continuously reducing

substances as a basic rule. The Group may, however, resort tothe use of chemical substances designated under the Pollutant

the use of hazardous substances when their use is legally

Release and Transfer Register (PRTR) law of Japan andpermitted and no alternate technologies are available. Even

introducing safer substitutes by setting priorities in terms ofwhen these latter conditions apply, the Group properly controls

both the type and range of application. Group production sites

the substances and endeavors to reduce their usage and replace

have also been properly controlling chemical substances based

them with substitutes.

on established management procedures.

Toppan monitors every chemical substance used within the

The Toppan Group has formulated a set of Standards for theGroup’s business operations. The Toppan Group seeks toManagement of Chemical Components of Raw Materials

eliminate obstacles to environmental conservation in advance bygoverning the substances and materials the Group purchases.

being proactive in constantly improving substance control

Based on Japanese and international laws and regulations on

methods as a business operator.

chemical substances, these standards list substances that arebanned or restricted with regard to use as raw materials. Toppan
regularly reviews the list to assure chemical control and asks
every supplier to control the chemical substances listed.
For VOC emissions into the atmosphere, the Group applies
adequate treatment before discharge to ensure that the emission
volumes and concentrations are controlled at proper levels.
Increasing efforts are also made to reduce the use of VOCs.
More details on the Toppan Group Standards for the Management ofChemical Components of Raw Materials (ver. 4.8)
https://www.toppan.com/assets/en/pdf/about-us/our-corporate-approach/chemical-components-of-raw-materials-v4.8en.pdf

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Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Associated Data

Chemical Substances Designated under the PRTR law of Japan(Domestic sites, including Group company sites)

Activity results, performance data

VOC Emissions into the Atmosphere(Domestic sites, including Group company sites)
（t）

3,657

3,721

Total
Transferred

0

0

0

0

0

53

Ethylbenzene

10,199

698

698

0

0

320

1,619

0

0

0

0

1,619

Ferric chloride

3,175,876

2

0

2

0

3,118,481
284

76

80

1,000

213

0

245

243

2021 (ﬁscal year)

3. Soil

752

88

2020

2. Water

1,532

151

2019

1. Atmosphere

39,12987

2,000Handled2-aminoethanol

44

71

3,772

Chemical Substance

20

59

4,000
3,000

PRTR
No.

(Unit: kg/year)

Released (1 + 2 + 3)

272

296

297

300

308

309

374

392

411

412

438

448

Indium and its compounds
Ethylenediamine
Epsilon-caprolactam
XyleneChromium and chromium (III) compounds
Chromium (VI) compounds
1,3-dioxolane

N,N-dimethylacetamide
Dioxins

Thiourea

Copper salts (water-soluble, except complex salts)
1,2,4-trimethylbenzene

1,3,5-trimethylbenzene
TolueneNickelNickel compounds

Hydrogen fluoride and its water-soluble salts
n-Hexane

Formaldehyde

Manganese and its compounds
Methylnaphthalene

Methylenebis (4,1-phenylene) diisocyanate
Total

0

752

0

12,712

2,254

0

0

0

0

46,561

886

886

0

0

324

22,070

10

0

10

0

14,141

13,064

0

0

0

0

1,264

24,395

244

244

0

0

4,030

3,126

234

234

0

0

500

770

7

7

0

0

763

1,932

2

0

2

0

1,929

383,192

224

0

224

0

197,080

97,052

2,839

2,839

0

0

7,556

11,546

493

493

0

0

1,691

837,226

50,95850,9580083,45929,946

0

0

0

0

0

10,561

5

0

5

0

8,270

15,588

354

9

345

0

13,804

2,050

21

21

0

0

339

7,965

56

56

0

0

1,027

2,639

135

0

135

0

1,768

14,055

70

70

0

0

0

37,825

0

0

0

0

0

4,791,402

57,98456,5091,475

03,470,597

Notes・Period covered: April 1, 2021–March 31, 2022
・Operational sites covered: Sites that handle more than 1.0 ton of Class I designated chemical substances per year (or specified Class I designated chemical
substances in excess of 0.5 tons per year)
・The total transfer is the sum of transfers into waste and sewage systems.

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

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Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Pollution Control
Basic Approach
Approach

The Toppan Group has formulated the following basic policies
on pollution control. The Group positions the control of pollution

managing operations under appropriate combustion conditions.

work was completed in July 2022.

The Group enhances the efficiency of effluent-gas treatment inplant facilities subject to requirements under the Air Pollution
Control Act by reusing recovered organic solvents andappropriately controlling combustion facilities.
To prevent water pollution, the Group has installed

Handling Inquiries and Complaints
The Toppan Group receives environmental inquiries andcomplaints via “Inquiries,” a contact window for persons seeking

as a critical challenge for management and places utmost

wastewater treatment facilities designed to correspond to

information on corporate activities, on the Toppan corporate

priority on environmental conservation initiatives to attain zero

specific water consumption and pollutant conditions at

website. The Ecology Center receives reports on these inquiries

pollution. In the event that Toppan causes environmental

individual sites. Wastewater recycling systems have also been

and complaints from the Public Relations Division and responds

pollution of any form, the Group will immediately publish the

installed at Electronics plants that discharge effluents into them as the organization overseeing environmental

incident, disclose information, and work relentlessly to addresssignificant amounts. By recovering and reusing wastewater via

conservation activities across the Group.

the case while taking necessary actions to reliably preventthese systems, the plants have been working to reduce the levels

recurrences. Toppan will also implement recurrence-preventionof water consumption and effluent discharge.

measures for similar operations throughout the Group. Proactive

The Toppan Group also checks plant facilities subject toenvironmental conservation activities will enable Toppan to

the Water Pollution Control Law in compliance with thedetect any signs of pollution and swiftly correct the problem atregulatory standards for structures. The Group will monitor

its source.

every facility, including those not subject to the law, to prevent

Approach to Environmental Compliance
Activity results, performance data

For inquiries on Toppan’s activities

https://www.toppan.com/en/contact-us/privacy-corporate.html

Fiscal 2021 Results

soil and groundwater pollution caused by the leakage of

Toppan has used the Group’s in-house environmental databasechemicals and other liquids. Any equipment or components

for operational sites across Japan to identify any risk that thewith undue wear will be replaced.

limits stipulated under laws, ordinances, agreements, and other

Despite these efforts, the Fukusaki Plant of Toppan

applicable regulations are or will be surpassed. Preventive

Packaging Products Co., Ltd. in Hyogo Prefecture was involved

measures against unduly high risks have been taken to ensure

in an environmental accident in December 2021. An organicthat none of the regulatory limits are breached.

Preventing Pollution

solvent leaked from storage equipment into a retention pondoutside of the plant premises. Toppan immediately reported theof excessive odor and another site recorded one case of excessive

The Eco-protection Promotion Committee at each Group site inleak to local government bodies and took countermeasures. The

water contamination by BOD, relative to standards set underJapan sets in-house control standards that are more stringent

prefectural government resumed operations to sluice water fromlaws, ordinances, agreements, or other applicable regulations, inthan the applicable regulatory standards. Toppan works tothe pond in March 2022, after confirming that the quality of the

fiscal 2021. The Toppan Group took immediate corrective

reduce environmental burden and prevent pollution by observing

water was unaffected. The Fukusaki Plant purified the soil andmeasures in both cases, including steps to inspect the plantthese in-house standards.

groundwater by removing rainwater drainage that had

facilities and revise the methods for facility control. Since

To prevent atmospheric pollution, the Group controls

contaminated the plant premises and excavating and removing

implementing these corrective measures, the Group hasboilers and other plant facilities responsible for air pollutants bycontaminated soil around the leakage point. The remediation

113

Despite these steps, one production site recorded one case

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

standardized newly adopted control procedures and taken otheractions to reliably prevent recurrences. Meanwhile, Toppan has
identified no problems with the levels of water consumption andRemedying Soil and Groundwater Pollution
Activity results, performance data

effluent discharge.
As a preventive action against environmental pollution, theGroup also reviews drills for coping with potential emergencies
and accidents during production operations whenevernecessary.

Purifying Soil and Groundwater Pollution
Operational Site

DetailCurrent Progress

Itabashi Plant (Itabashi, Tokyo)

Groundwater pollution by hexavalent chromium and toluene

Continuously monitored

Niigata Plant (Shibata, Niigata)

Soil pollution by fluorine and fluorine compounds

Continuously monitored

Communities around Toppan plants filed four complaints
at four sites in fiscal 2021. One was related to odor and the otherthree involved noise. The Group has identified the plantfacilities responsible for the odor and noise and taken steps toRemedying Soil Pollution for Redevelopment under
Regulations

mitigate any inconvenience experienced by the surrounding
The Soil Contamination Countermeasures Act of Japan requires

reconstruction projects are occasionally subject to these legal

remediation work or other countermeasures in the event that ademands. The Toppan Group has therefore conducted soil

environmental management through earnest dialogue with thesoil investigation detects soil contamination at a site during

investigations in accordance with the act and taken necessary

members of surrounding communities.

construction or demolition work of a certain scale (including soilcountermeasures when soil contamination has been detected atcontamination by natural sources in the environment). Site

a Group site.

communities.
Toppan will continue enhancing the quality of the Group’s

Fiscal2021

Excessive Levels
Relative to Applicable Legal
Standards
2Cases(1 case involving watercontaminant [BOD];
1 case involving odor)

Complaints

Operational Site
Kawaguchi Plant (Kawaguchi, Saitama)

Chemical Substances Subject to Remediation

Remediation Measures

Current Progress

Lead and lead compounds

Excavation and removal

Remediation work, phase 2 completed

4(3 cases involving noise;
1 case involving odor)

Organizing Pollution Control Training
Training, education

Toppan arranges three types of training programs on pollution

prevent the spread of damage in the event of a potential

control: general education for every employee at individual

emergency.

Group sites; specific operational training for every employee
engaged in operations that cause or could potentially causesignificant impacts on the environment; and emergency drills to

114

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Biodiversity
Basic Approach
Approach2) Thorough paper recycling

Required Actions

Toppan believes that maximum paper resource circulation

1. S ustainable raw material procurement
1) Sustainable paper procurement

The Toppan Group positions the conservation of biodiversity asa critical challenge for management. As a guide to drive
conservation initiatives, the Group established a Basic Policy on
Biodiversity in April 2010. A set of Paper Procurement
Guidelines for the Sustainable Use of Forest Resources was also

2) Thorough paper recycling3) Green purchasing
2. C onsideration of land-use

1) Use of site green space2) Conservation and restoration of site neighborhoods

3. Pro-biodiversity products and services

discourages new use of forest resources. The Groupthoroughly recycles paper materials that have not beenprocessed into products.
The Group also collects used Cartocans (Toppan’s
paper-based beverage containers) within Group sites andprocesses them into toilet paper for use in Toppan offices andplants.

formulated in September 2011 to avoid or minimize the impacts3) Green purchasing

on biodiversity during raw material procurement operations. For
intensified biodiversity efforts, Toppan undertakes community
activities to conserve local environments through preventative
and adaptive approaches formulated from long-term
perspectives. These activities focus on cooperation with

Toppan has been engaging in green purchasing for paper

Activities

products based on the Group’s in-house standards forstationery and office goods. The Group applies various

Activity results, performance datato biodiversity. The Group believes that biodiversity conservationand the sustainable use of biodiverse resources help mitigate
global warming and enhance environmental security.

Sustainable Raw Material Procurement

composed of higher ratios of recycled pulp.

1) Sustainable paper procurement

ECO-GREEN (Cartocan-recycled toilet paper) Purchasing

The Toppan Group Sustainable Procurement Guidelines

Required Actions
Policymeasures to avoid the purchase of virgin wood-pulp products,
such as the preferential purchasing of paper products

community members and various other stakeholders with links(version 3) set out requirements and recommendations forforest conservation. The guidelines state the following: “Whenusing resources derived from forests, oceans, or living

Number of Cases
Fiscal 2021

2,585

Note: E CO-GREEN is a toilet paper composed of about 50% used Cartocan(paper-based beverage container) paper.

organisms, etc., Business Partners should avoid the use ofresources that have been illegally extracted, cultivated, orA list of actions required for biodiversity conservation

treated. Business Partners are also expected to take resource

throughout the Toppan Group is shown on the above right.

conservation into consideration when using raw materials,
including from the perspective of controlling deforestation

Green Purchasing of Stationery and Office Goods
Level of Fulfillment
Fiscal 2021

74.0%

and forest degradation.” The Toppan Group surveys thelegality of lumber as a raw material for paper production, as ameans of promoting the sustainable use of forest resources(see page 44).

115

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Consideration of Land-use

experts to lead “creature-discovery” events where kids learned1) Use of site green spacechildren taking part in these events had seminal experiences

The Toppan Group promotes the sound nurturing of forests andwith nature as future protectors of biodiversity.

strives to develop products and services that alleviate theToppan’s land-use practices support biodiversity in green

about biodiversity around rivers and in natural parks. The

Pro-biodiversity Products and Services

spaces across Group sites. To bolster biodiversity efforts,

The Group has also been cooperating with a project to

Toppan has received third-party certification from thegrow flowers along the Arakawa River with support from the

Association for Business Innovation in harmony with Nature

Kanto Regional Development Bureau of the Ministry of Land,

and Community (ABINC)* for two Group sites (as of the end

Infrastructure and Transport of Japan. In July 2022, theThe paper-based Cartocan beverage container exemplifies theof fiscal 2021) and applied land-use self-assessments using

Sakado Plant in Saitama Prefecture began setting planters toGroup’s ongoing product development efforts to makethe ABINC’s Land Use Score Card. The Toppan Technicalpreserve agrimony and motherwort, two native species grown

preferential use of paper made partially from lumber

Research Institute (an ABINC-certified site in Sugito, Saitama

in the Arakawa basin. In the years to come, Sakado Plant

harvested from forest-thinning operations conducted toPrefecture) has reproduced a living space for native plants

personnel will plant the agrimony and motherwort seeds andencourage a sounder forest cycle.

found on the waterfronts and banks of the Edo River flowing

seedlings in their original habitat, the Mitsumata-numa

through the Kanto Plain. This nature space has been created

Biotope extending through Ageo, Kawagoe, and the town ofin the water-cycle biotope within the site premises, with help

Kawajima in Saitama Prefecture.

overuse of forest resources.
1) Nurturing sound forests—Forest-thinning paper productfrom the Ecosystem Conservation Society-Saitama. Toppan
has also been a qualified member of the 30by30 Alliance for
Biodiversity, a platform established by the Ministry of theEnvironment and other organizations in Japan, since April
2022. Group sites take steps to preserve native species andrare plants within their premises. They also work to conserve
green spaces for habitats for assorted creatures throughvarious green initiatives, such as nest boxes for birds andplant spaces to grow host plants for butterfly larvae.

Biotope at the ABINC-certified
Toppan Technical ResearchInstitute*A certification program for evaluating and accrediting biodiversity-friendly
initiatives to be planned and managed in line with the principles stated in
the Guidelines for Sustainable Business Site Management® using the Land
Use Score Card. The guidelines and score card were established by theJapan Business Initiative for Biodiversity (JBIB).

2) Alleviating overuse—Recycled composite décor materials
Toppan Material Wood is a composite wood substitute that
Receiving nursery plants from the
Ecosystem Conservation SocietyJapan

can be molded for use invarious types of décor. It is
produced by mixing waste
plastics of no value with2) Conservation and restoration of site neighborhoods

powderized waste wood from

Toppan employees and their families take part in biodiversity

factories and construction sites.

conservation activities organized by environmental NPOs andlocal governments. Many of the activities focus on the cleanupof rivers and other natural surroundings in Toppan siteneighborhoods. Before activities were suspended with the
spread of COVID-19, Group sites across Japan invited nature

Nursery agrimony and motherwort
plantsGrowing plants at the Sakado Plant

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Associated Data
Activity results, performance data

Forest Management Certification
FSC® and PEFC Certification (As of July 5, 2022)

FSC: Forest Stewardship Council
PEFC: Programme for the Endorsement of Forest Certification Schemes
Operational Site (Division or Group Company)

Country

Information & Communication Division (Toppan Inc.)

Japan

Environmental Design Subdivision (Living & Industry Division, Toppan Inc.)

Japan

Toppan Cosmo, Inc.

Japan

Satte Plant (Toppan Decor Products Inc.)Japan

Chubu Site (Environmental Design Subdivision, Living & Industry Division, Toppan
Inc.)

Japan

FSC

PEFC

Operational Site (Group Company)

Country or Region

Pennsylvania Plant (Toppan Interamerica Inc.)

USA

Toppan Interamerica Inc.

USA

INTERPRINT, Inc.

USA

INTERPRINT do Brasil Indústria de Papéis Decorativos Ltda.

BrazilToppan Europe GmbHGermany

INTERPRINT GmbHGermany
PolandNishinihon Site (Environmental Design Subdivision, Living & Industry Division,
Toppan Inc.)Japan

INTERPRINT Polska Sp. z o.o.

Takamatsu Office (Environmental Design Subdivision, Living & Industry Division,
Toppan Inc.)

Decotec Printing S.A.

Spain

Japan

Barcelona Office (Toppan Europe GmbH)

Spain

Toppan Forms Co., Ltd.

Japan

Takiyama Plant (Toppan Forms Central Products Co., Ltd.)Japan

Fussa Plant (Toppan Forms Central Products Co., Ltd.)Japan

Nagoya Center (Toppan Forms Tokai Co., Ltd.)Japan

Fukuroi Plant (Toppan Forms Tokai Co., Ltd.)Japan

Osaka Sakurai Plant (Toppan Forms Kansai Co., Ltd.)Japan

Hiroshima Plant (Toppan Forms Kansai Co., Ltd.)Japan

Kyushu Plant (Toppan Forms Nishinihon Co., Ltd.)Japan

Toppan Infomedia Co., Ltd.

Japan

Living & Industry Division (Toppan Inc.)Japan

Kansai Living & Industry Subdivision (Nishinihon Division, Toppan Inc.)Japan

Chubu Division (Toppan Inc.)

Japan

Mito Plant (Toppan Prosprint Co., Ltd.)Japan

Higashinihon Subdivision (Higashinihon Division, Toppan Inc.)Japan

Hokkaido Subdivision (Higashinihon Division, Toppan Inc.)Japan

Kyushu Subdivision (Nishinihon Division, Toppan Inc.)Japan

Chugoku & Shikoku Subdivision (Nishinihon Division, Toppan Inc.)Japan

Tosho Printing Co., Ltd.

Japan

London Office (Toppan Europe GmbH)UK

Toppan Leefung Packaging & Printing (Dongguan) Co., Ltd.

PRC

Toppan Leefung Printing (Shanghai) Co., Ltd.

PRC

Toppan Win Label Printing (Dongguan) Co., Ltd.

PRC

Toppan Leefung Advertising (Shanghai) Co., Ltd.

Hong Kong

Toppan Win Label Company Limited

Hong Kong

Toppan Yau Yue Paper Products Limited

Hong Kong

Toppan Leefung Printing Limited

PRC

Toppan Forms (Hong Kong) Ltd.

PRC

Toppan Merrill IFN Limited
Toppan Merrill Limited

117

PRC

Toppan Excel (Hong Kong) Company Limited

PRC
Hong Kong

INTERPRINT Decor (Malaysia) Sdn. Bhd.

Malaysia

Toppan Security Printing Pte. Ltd.

Singapore

Siam Toppan Packaging Co., Ltd.

ThailandInterFlex GroupUK

Toppan (Shanghai) Management Co., Ltd.

PRC

New Jersey (TOPPAN Merrill LLC)

USA

TOPPAN Sustainability Report 2022

FSC

PEFC

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Environmental Data
Environmental Performance Data
Activity results, performance data

Major Types of Environmental Burden (Groupwide: covering all Group companies around the world)
Chief Component
Total input

Material (t）Paper

1,280,838

Ink, solvent

95,515

Plastic

376,978

Glass

6,187

Other

43,586

INPUT

Fuel

4,513

Electricity, steam

16,088

Total consumption

611

Municipal water

4,873

Groundwater

6,929

Rainwater used25

1,187,710
Scope 1

380,193

Scope 2807,517

Release of chemical substances
designated under the PRTR law (t)*257

VOC emission into the atmosphere (t)*2, 4

3,721

Total effluent discharge (1,000 m )9,840

Into public water system

7,305

Into sewage system*6
Water and soil
environments

2,535

BOD (kg)

25,435COD (kg)

52,692

Nitrogen discharge (kg)23,789Phosphorous discharge (kg)

12,371

Release of chemical substances
designated under the PRTR law (t)*2

2,913

Handling of chemical substances
designated under the PRTR law

Environmental Burden (Groupwide)

3

12,438Industrial water

Use of water circulated on premises
Chemical
substances (t)*2

Atmosphere

20,602

Energy (TJ)*1

Chief Component
CO2 emission (t-CO2)*3

1,803,104

Total consumption

Water (1,000 m3)

Category

Environmental Burden (Groupwide)

OUTPUT

Category

Waste (t)

4,791

1

Total discharge*5

315,512Recycled

306,900

Final landfill disposal

6,877*1 Energy consumption associated with fuel and electricity consumption is calculated using the conversion factor
specified in the Act on the Rational Use of Energy of Japan.

*4 Emissions into the atmosphere are calculated based on the standards established by the Japan Federation of
Printing Industries (JFPI) and the VOC emission inventory issued by the MOE of Japan.

*2 The PRTR data and VOC emissions only cover domestic sites, including Group company sites.

*5 The total discharge of waste includes industrial waste of no value and waste materials of value sold or transferred asresources (both generated in association with business activities).

*3 CO2 emissions are calculated using the adjusted emission factor according to the method specified in the Guidelines
for Calculating Greenhouse Gas Emissions from Businesses issued by the Ministry of the Environment (MOE)of Japan. CO2 emissions associated with electricity consumption at overseas Group sites, however, are calculated
based on the latest conversion factors published by the International Energy Agency (IEA). Scope 1 greenhouse gas
emissions include CO2 emissions derived from combustibles burned in incinerators.

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

*6 Includes 10,415 m3 of spring water from the premises of the Akihabara Sales Building.

118

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Environmental Accounting
Activity results, performance data

Capital Investment for Environmental Conservation
Item（million yen）

Major Content

Fiscal 2021

Increase/
Decrease from
Fiscal 2020

Average for theLast Five Years

1

Investment in equipment toprevent pollution

Investment in equipment to prevent atmospheric and other forms of pollution(Including equipment to prevent water pollution)

591
（99）

286
(25)

1,131
(444)

2

Investment in equipment toconserve the global environment

Investment in equipment to conserve the global environment by mitigating
global warming, etc.

1,514

100

1,156

3

Investment in equipment tocirculate resources

Investment in equipment to realize the appropriate treatment, recycling, etc.
of waste(Including equipment to use rainwater and reduce water consumption)

167
(7)

39
(2)

145
(4)

4

Investment in equipment to carryout environmental management
activities

Investment in equipment to monitor and measure environmental burden,
plant trees at operational sites, and implement other environmental measures

15

9

17

2,287

434

2,449

Total

Environmental Conservation Benefit
Item

Major Content

Increase/Decrease
from Fiscal 2020

Fiscal 2021

EnergyTotal energy consumption (TJ)

-711

20,602Water

Water consumption (1,000 m3)-276

12,438CO2 emission (kt-CO2)

13

1,188

Emission of dioxins (mg-TEQ)

1

7

-139

9,840
25

Atmosphere

Total effluent discharge (1,000 m3)

Water and soil
environments

BOD (t)1

COD (t)

7

53

Waste

Total discharge (kt)

-7

316

119

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Environmentally Friendly Products (98 products as of August 2022)
Product
Ecothrough Card

Standard Categories
Suitability for disposal

Business
Field

Bulky Waste Processing
Resource saving (reduced use of materials)
Sticker

Ecology Calendar

Electronics

Eco Pack Multipanel
Eco Floor Sticker

Eco Pack End Panel

Eco Pack Stand (roundtype)
Disk Tottokun Series
Ultra-thin DM(brochures, etc.)

Cartocan (Exceptional*)

Suitability for disposal

GL-C Bottle

Reusability

Jar Plus

Suitability for disposal

GL FILM Lined Paper
Cup

Resource saving

Double-wall Barrier
Paper Cup

Resource saving

Fluorine-free oilrepellent paper

Resource saving, prolonged product life, recyclability,
suitability for disposal
Resource saving, reduced energy consumption in
production, recyclability

In-mold Barrier Cup

Recycling

Lower-VOC wallpaper(Exceptional*)

Resource-saving efforts, recycling

SnapFitResource-saving efforts

Use of sustainable resources

Recycling

Recyclability, suitability for disposal

Paper carton with
Resource-saving efforts
tamper-evident closure

KAMICARD®

Biodegradability, use of safe materials, resource saving,recyclability

KAMI-RFID CARD

Recyclability, use of safe materials, resource saving, easy
separation and disassembly

Printed materials withenvironmental logos

Reduced use of chemical substances, reduced use ofhazardous substances, use of recycled materials, use ofsustainable resources, use of renewable energy, carbon
offsetting, labeling with environmental logos

Flip chip ball grid array[FC-BGA] substrate
Suitability for disposal(halogen free)

Color filter (resin black Use of safe materials, energy saving, reduced release of
matrix [BM])chemical substances, suitability for disposal

Palladium pre-plated
leadframe

Use of safe materials, reduced release of chemical
substances, suitability for disposal

Flip chip ball grid arrayUse of safe materials, reduced release of chemical[FC-BGA] substrate
substances, suitability for disposal(lead free)

TOPPAN ECO SHEETGL BARRIER(Exceptional*)

Stand-up Pouch
Bottled Pouch

Reduced release of chemical substances, use of safe
materials, suitability for disposal

Reduced release of chemical substances, extension of
product life
Use of sustainable resources, resource-saving efforts
Resource-saving efforts
Resource-saving efforts

Plastic container madeUse of recycled materials
from recycled materials
TT Paper Can

Use of sustainable resources

TL-PAK

Recycling, improvement in transport efficiency

Ecotainer

EP-PAK (EP-GL)
EP-PAK (Al)Stand-up Laminated
Tube
Recyclen Cap

Recycling, improvement in transport efficiency
Improvement in transport efficiency, recycling
Improvement in transport efficiency
Resource-saving efforts

Preform for PET bottles

Use of sustainable resources

High-resistance Flexible Resource-saving efforts, improvement in transport
Pouchefficiency
Aluminum-free Lid
Material

Multi-layer Blow Tube
Steam-release
Packaging

Air Hold PouchBIOAXX (flexible
packaging material)
Square-bottomedGazette Pouch

Use of sustainable resources
Use of sustainable resources
Resource-saving efforts

Reduced environmental burden during use
Resource-saving efforts

Use of sustainable resources, resource saving,environmentally friendly disposal, visualization ofenvironmental burden

Improvement in transport efficiency, resource saving,environmentally friendly disposal

Use of recycled materials, procurement of materials with
Flexible packaging
lower environmental burden, reduced energy
material using recycledconsumption in production, environmentally friendly
materials
disposal, visualization of environmental burden
Printed Decorative
Paper (Coated Paper)
Printed Decorative
Paper (Coated Paper,
FSC-certified)

Reduced use of chemical substances, reduced use ofhazardous substances, environmentally friendly disposal,
reduced release of chemical substances, extension of
product life

FORTINA

Use of sustainable resources
Resource-saving efforts, recycling

Reduced use of chemical substances, reduced use ofhazardous substances

Use of sustainable resources, reduced use of chemical
substances, reduced use of hazardous substances

Printed Decor Paper for Reduced use of chemical substances, reduced use of
HPL/LPL (Saturated
hazardous substances, reduced release of chemical
Grade Paper)
substances

Recycling

Improvement in transport efficiency, visualization ofenvironmental burden

Reduced use of chemical substances, reduced use ofhazardous substances, environmentally friendly disposal,
reduced release of chemical substances, extension of
product life

FORMANO

Reusability

Cylindrical papercomposite container for Use of sustainable resources
refillBIOAXX (label)

Resource saving, improvement in transport efficiency,
environmentally friendly disposal

Recycling

Clear UV-blocking Film Use of sustainable resources

Paper cup made from
pulp from forestthinning operations

Reduced use of chemical substances, reduced use ofhazardous substances, reduced release of chemical
substances

Reduced use of chemical substances, reduced use ofhazardous substances, use of sustainable resources,
extension of product life

Sosogi Jozu

Extension of product life, improvement in transport
efficiency

Green Bankbook

Reduced use of chemical substances, reduced use ofhazardous substances, reduced release of chemical
substances

Reduced use of chemical substances, reduced use of
101 Coordination Floor
hazardous substances, use of sustainable resources,
REPREA eco
extension of product life, labeling with environmental(Exceptional*)logos

Resource-saving efforts

Multicube POP

EL-CaseStandard Categories

Use of sustainable resources, recycling, visualization ofenvironmental burden

Reusability, prolonged product life, recyclability, easy
separation and disassembly

BIOAXX (molding
product)

Product

Printed Decor Paper for
Use of sustainable resources, reduced use of chemical
HPL/LPL (Saturated
substances, reduced use of hazardous substances,
Grade Paper, FSCreduced release of chemical substances
certified)
Transfer paper for
padded floors

Resource-saving efforts

Easy Peel-off ThermoLabel
Eco BandBusiness
Field

Resource-saving efforts, recycling

Reusability, prolonged product life, recyclability, easy
separation and disassembly

Eco Pack Multipanel
Mini

Toppan Ecowall

Living & Industry

Recycling, use of sustainable resources

AD-CaseUse of recycled materials

Living & Industry

Information & Communication

Non-vinyl Chloride
Lenticular Lens

TP-Tray

Corrugated Board
Cushioning Material

Use of recycled materials

Standard Categories
Improvement in transport efficiency

Micro FluteEco Pack (life-size POP
Resource saving (reduced use of materials)
display)
Paper Desk Calendar

Product
AP Carton

Living & Industry

Business
Field

Activity results, performance data

TOPPAN MATERIAL
WOOD (Exceptional*)
Smart Deli Bag

Reduced use of chemical substances, reduced use ofhazardous substances, use of recycled materials,
environmentally friendly disposal, reduced release ofchemical substances, extension of product life
Reduced environmental burden during use

Plastic UV ink
container

Forest-certified-paper
packaging
Biodegradable plastic
products

Cardboard with shrink
wrap packaging

Use of recycled materials, use of sustainable resources,
improvement in transport efficiency, recycling
Use of sustainable resources, labeling withenvironmental logos
Use of biodegradable materials
Resource saving, reduced energy consumption in
production, improvement in transport efficiency,
recycling

Reduced use of chemical substances, reduced use of
Emergency magnesium hazardous substances, use of sustainable resources,
air battery
extension of product life, reduced environmental burden
during use, recycling, environmentally friendly disposal
Reduced use of chemical substances, reduced use ofhazardous substances, resource saving, extension of
product life, environmentally friendly disposal

FINE FEEL (101Materium)
EP-PAK Fold & Tear/
Easy Removal Cap(Exceptional*)
BIOAXX flexible
packaging material(Eco Mark certified)(Exceptional*)

Reduced use of chemical substances, reduced use ofhazardous substances, use of sustainable resources,
improvement in transport efficiency, recycling,
environmentally friendly disposal, labeling withenvironmental logos

Reduced use of chemical substances, reduced use ofhazardous substances, resource saving, use of sustainable
resources, environmentally friendly disposal, visualizationof environmental burden,labeling with environmental
logos

Reduced use of chemical substances, reduced use of
Flexible packaging
hazardous substances, use of recycled materials,
material using recycled resource saving, reduced energy consumption inmaterials (Eco Markproduction, environmentally friendly disposal,
certified) (Exceptional*) visualization of environmental burden, labeling withenvironmental logos*Exceptional environmentally friendly product

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Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Business
Field

Product
CNF Eco Flat CupTM
Itadaki PouchTM
Itadaki Pillow
KaruTech

Living & Industry

Pitatto Paper TrayTM
Mono-Material Barrier
PackagingMicrowavable Paper
TrayTM
MAPKA® packaging**
CUBE PAK®
Tube-Pouch™

ECOLUSTERTM
packagingStandard Categories
Reduced use of chemical substances, reduced use ofhazardous substances, resource saving, use ofsustainable resources, extension of product life,
environmentally friendly disposal

Reduced use of chemical substances, reduced use ofhazardous substances, resource saving, environmentallyfriendly disposal
Reduced use of chemical substances, reduced use ofhazardous substances, resource saving, environmentallyfriendly disposal
Reduced use of chemical substances, reduced use ofhazardous substances, resource saving, environmentallyfriendly disposal
Reduced use of chemical substances, reduced use ofhazardous substances, resource saving, use ofsustainable resources, environmentally friendly disposal
Reduced use of chemical substances, reduced use ofhazardous substances, use of sustainable resources,
extension of product life, recycling, environmentallyfriendly disposal
Reduced use of chemical substances, reduced use ofhazardous substances, resource saving, use ofsustainable resources, extension of product life,
environmentally friendly disposal

Reduced use of chemical substances, reduced use ofhazardous substances, resource saving, environmentallyfriendly disposal
Reduced use of chemical substances, reduced use ofhazardous substances, resource saving, use ofsustainable resources, environmentally friendly disposal
Reduced use of chemical substances, reduced use ofhazardous substances, resource saving, extension of
product life, environmentally friendly disposal,
visualization of environmental burden

Reduced use of chemical substances, reduced use ofhazardous substances, use of sustainable resources,
reduced energy consumption in production,
environmentally friendly disposal, visualization ofenvironmental burden**MAPKA® is a registered trademark of Eco Research Institute Ltd. of Japan

Environment-related Business
Activity results, performance data

Thanks to the Group’s projects focused on the United Nations
Sustainable Development Goals, the total sales of environmentrelated businesses satisfying Toppan’s in-house criteria(including, most notably, sales of environment-friendly products)
rose to 781.8 billion yen in fiscal 2021.
To ensure consistency with the Group’s management
strategy, Toppan will treat sustainable transformation (SX)priority theme sales as the key performance indicator forenvironment-related business, starting from fiscal 2022.

Green Procurement and Green Purchasing
Activity results, performance data

JFPI Green Procurement Standards for Paper and Level of Fulfillment
Green Principle

Level 1

Fiscal 2021
Result*Level 2Paper composed of at least 20% recycled
Paper composed of at least 60% recycled
1. Using recycled paper or paper madepulp or forest-certified paper, tree-freepulp plus forest-certified pulp for thewith fewer forest resources (excluding
paper, paper made with pulp fromremaining portion, or with an overall rating
covers for brochures)
forest-thinning operations, or tissueof more than 80 points
paper
2. Reducing component properties
obstructive to waste paper recycling

4.2%

Non-usage of printing materials with waste Non-usage of printing materials with waste
paper recyclability rankings of B, C, or D
paper recyclability rankings of C or D

3. Procuring from manufacturers
Procurement from manufacturers who proactively use waste paper as a raw material
proactively engaged in paper recycling for recycled paper
Note: Result under the Green Standards for Offset Printing Services (April 1, 2017 amendment) of the Japan Federation of Printing Industries (JFPI)*Level 1 or 2 paper used (kg) / offset paper purchased (kg)

JFPI Green Procurement Standards for Ink and Level of Fulfillment
Green Principle

Level 1

1. Avoiding the use of substances
harmful to the human body

Fiscal 2021
Result*Level 2

Conformance with the NL regulations of the Japan Printing Ink Makers Association

2. Considering chemical substances
designated under the PRTR law ofJapan

Non-usage of substances designated under Identification of substances designatedthe PRTR law
under the PRTR law (via SDSs)

3. Controlling VOC emissions(for offset ink, excluding heat-set ink
for web press)

Non-VOC ink or UV ink

4. Using sustainable resources(for heat-set ink for web press)

Vegetable oil ink, soybean oil ink, or “ig” ink (labeling with Ink Green Mark)5. Reducing component properties
obstructive to waste paper recycling

Vegetable oil ink, soybean oil ink, or “ig”
ink (labeling with Ink Green Mark)

98.5%

Non-usage of printing materials with
Non-usage of printing materials with waste
waste paper recyclability rankings of C
paper recyclability rankings of B, C, or D
or D

Note: Result under the JFPI Green Standards for Offset Printing Services (April 1, 2017 amendment)*Level 1 or 2 ink used (kg) / offset ink purchased (kg)In-house Green Purchasing Standards and Levels of Fulfillment
Product

Standard

Fiscal 2021 Result

Copy machines and printers

Configured to automatically revert to low-power mode or off mode

91.4%

Stationery and office goods

Products listed in eco-friendly product catalogues of manufacturers

74.0%

121

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Contents

Introduction

Management

Special Reports / TCFD

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

Environmental Policy | Environmental Management | Mitigation of Global Warming | Building of a Recycling-oriented Society | Control of Chemical Substances | Pollution Control | Biodiversity | Environmental Data

Participating in the Green Purchasing
Network

CFP and Carbon Offsetting Initiatives
Activity results, performance data

Activity results, performance data

The Toppan Group has been visualizing CO2 emissions

emissions associated with printed materials issued by the

The Green Purchasing Network (GPN) of Japan was establishedassociated with printed materials and events through CFP* andToppan Group have been offset with J-Credits generated byin 1996 as a loose-knit network of businesses, civilian

carbon offsetting initiatives. The Group’s one-stop service for

Toppan subsidiaries and Gold Standard credits linked to theorganizations, government agencies, and other entities

client companies covers every step from CFP quantification to

SDGs. The carbon-offsetting mechanism using Gold Standard

proactively engaged in green purchasing practices. GPN iscarbon-offset certification. This procedure has also been applied

credits allows Toppan to address SDG-relevant global

convinced that green purchasing plays a critical role in theto the Group’s own products and events. In fiscal 2021 the Groupdevelopment agendas such as climate security and stable power

formulation of a market for eco-products on a scale sufficient to

conducted CFP quantifications for 21 products, services, andsupply.

facilitate eco-product development. GPN believes that green

events.

purchasing will contribute significantly to the realization of a

In self-initiated activities, CO2-equivalent greenhouse gas*“Carbon footprint of products (CFP),” a project advocated by the Japanese
Ministry of Economy, Trade and Industry

sustainable society.
As a GPN member, Toppan Inc. provides printing services
based on the GPN Ordering Guidelines for Printing Services.

Framework for CFP and Carbon Offsetting
Carbon Footprint of Products (CFP)

Green Purchasing Networkhttps://www.gpn.jp/english/index.html

Quantify CO2-equivalent greenhouse gas (GHG) emissions throughout the entire
life cycle (① ⑤) of a product and display the CFP data on printed materials

brochuresshop
collection
box

brochure① Raw material
procurement② Production③ Distribution④ Use andmaintenance⑤ Disposal andrecycling

Carbon Offsetting
Partially or completely “offsetting” difficult-to-reduce GHG emissions with equivalentcredits (GHG-emission reduction values and/or GHG absorption values) earned elsewhere.

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Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax Governance

GovernanceP. 124 Corporate GovernanceP. 128 Strict ComplianceP. 132 Information Security
P. 139 Risk Management
P. 142 BCP / BCM
P. 145 Tax Governance

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Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax GovernanceCorporate Governance
Basic Approach
ApproachPromotion Framework

making and the execution of duties by each director.
An Audit & Supervisory Board composed of a majority of
independent external members audits the execution of duties by

Promotion framework

directors from a position independent from management. An

Reinforced corporate governance serves as an integral

Toppan Inc.’s governance structure employs an Audit &Advisory Committee for Nomination and Remuneration offoundation to achieve sustainable growth and medium- to

Supervisory Board. As a body entrusted by shareholders, theDirectors has also been set up to enhance the objectivity andlong-term increases in the corporate value of the Toppan Group.

Board of Directors strives to achieve sustainable growth and atransparency of personnel affairs and remuneration of directors.

Toppan has formulated the Basic Policy on Corporate

medium- to long-term increase in the corporate value of the

Toppan has adopted an executive officer system to clarify theGovernance of Toppan Inc. to clarify the basic approach andToppan Group while overseeing important managerial decision-authority and responsibilities of those in charge of businessexecution.

framework of its corporate governance based on a fullunderstanding of the principles and aims of the Corporate
Governance Code established by the Tokyo Stock Exchange.

Corporate Governance Structure (As of June 29, 2022)

Toppan revised the basic policy in March 2020 to better align itwith efforts related to diversity and the SDGs. The policy waspartially revised once more in December 2021 to further

Meeting of Shareholders
Appointing or dismissing

enhance corporate governance.

Board of Directors

Toppan Inc. works with related companies in the Toppan

Advising

Group to consolidate management under the Related Company

Selecting or dismissing

Audit Firm

President & Representative Director
Executive Oﬃcer
Committee

Management
Committee

Supervising

Crisis Management Committee

Investment & Legal
Review Council
Sustainability Promotion
Committee

Directors in Charge
Executive Oﬃcers in Charge
Business Divisions
Group Companies

Monitoring
andguiding

Management Audit Oﬃce
Compliance Department
Ecology Center

Working together

124

TOPPAN Sustainability Report 2022

Reporting

Auditing

https://www.toppan.com/en/ir/management/governance-policy.html

Special Committee

Auditing

More details on the Basic Policy on Corporate Governance of Toppan
Inc.

Auditing

Audit & Supervisory Board

governance aimed at maximizing the value of the entire Group

Nine (including three independent external directors)

Five (including three independent
external audit & supervisory board members)

fair management within the Group. Toppan promotes

Appointing or dismissing

Advising and counseling

Advisory Committee for
Nomination and Remuneration

Administration Regulations prescribed for the advancement ofthrough this approach.

Appointing or dismissing

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax GovernanceDirectors, Board of Directors, and Various
Meetings

Audit & Supervisory Board and Board Members

and results of audits they have performed and reports fromdirectors, executive officers, internal auditors, and audit firm

Toppan Inc. has five audit & supervisory board members,

personnel regarding the execution of duties. When reviewing the

The Articles of Incorporation of Toppan Inc. stipulate that theincluding three independent external members (as of June 29,

reports, the board requests explanations from them as

number of directors shall not be more than 15 and that2022). In accordance with the audit standards set by the Audit

necessary. Sixteen audit & supervisory board meetings wereresolutions for the appointment of directors shall be adopted by& Supervisory Board, audit & supervisory board members

held in fiscal 2021.

a majority of the votes of attending shareholders who holdattend meetings of the Board of Directors, the Management

one-third or more of the voting rights of the shareholders

Committee, the Investment & Legal Review Council, and otherentitled to vote at the general meeting.

important meetings. They also attend the meetings of executives

The Board of Directors is made up of six internal directors

Internal Audits

and other meetings held by business divisions. In attending the

Toppan Inc. has established a Management Audit Officeand three independent external directors (as of June 29, 2022).

foresaid meetings, the audit & supervisory board members

independently from its business departments to enhance theToppan has also adopted an executive officer system to clarify

exchange opinions with representative directors, receive reports

soundness of management. The office audits operational sites,

the authority and responsibilities of those in charge of businessfrom directors and other officers on the execution of theirplants, and the sites of consolidated subsidiaries, primarily

execution and to enable prompt responses to changes induties, view approval documents and other important

through management audits and operation audits. Twenty-two

business environments. In addition to the executive officers

documents, and request business reports from consolidated

personnel in the Management Audit Office engage in audits, asconcurrently serving as directors, the Company has 33 executive

subsidiaries. Through audits conducted mainly by theseof March 31, 2022. In performing the management audits, theseofficers not concurrently serving as directors.

methods, the audit & supervisory board members supervise andpersonnel verify and evaluate consistency with management

audit management.

goals and confirm whether necessary-and-sufficient risk control

Ordinary meetings of the Board of Directors are held
monthly as a basic rule to make decisions in accordance with

Full-time audit & supervisory board members, meanwhile,

the Regulations of the Board of Directors, receive reports fromhave striven to ascertain the situation regarding the execution of

at work. In the operation audits, they verify and evaluate thedirectors, and supervise their business execution. Withbusiness by attending business-divisional executive meetingsmechanisms for the prevention of misconduct and forconsideration for the urgency of matters, in addition to ordinary

held in Japan and overseas and by visiting research facilities,

compliance with relevant laws, regulations, and in-house rules.

meetings the Board holds extraordinary meetings as required.

plants, sales offices, and other Group sites around the world to

They also confirm whether business operations are carried out

Eighteen board meetings were held in fiscal 2021.

interview personnel working there. In Fiscal 2021 they arranged

efficiently and accurately without fail. Based on the operation

Especially important managerial matters to be presented tois being implemented, by focusing on the management processes

a series of remote audits, in addition to their routine site visits.

audit results, the office makes recommendations for

the Board of Directors are deliberated beforehand by the

The board members also regularly convene a meeting of audit &improvement whenever necessary. The management andManagement Committee, a body made up of directors andsupervisory boards from Group companies to exchange

operation audit results are reported to the representative

several other officers nominated by the President &information and opinions, in order to monitor Group

directors, relevant directors, and audit & supervisory board

Representative Director. The committee makes certain

governance and confirm the operational status of management,

members of Toppan Inc. and its subsidiaries, as required.

decisions by laying weight on managerial efficiency in businessprimarily internal control.

decision-making. Nineteen committee meetings were held in
fiscal 2021.

Audit & supervisory board meetings are held monthly as abasic rule, and extraordinary meetings are held whenevernecessary. The Audit & Supervisory Board determines audit
plans, the division of audit duties, and other audit matters. The
board also receives reports from board members on the status

125

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax Governance

External Directors

Advisory Committee for Nomination andRemuneration of Directors

Toppan Inc. believes that the appointment of external directors

1. Evaluation Method
With respect to the effectiveness of the Board of Directors,

and audit & supervisory board members with a high degree ofToppan Inc. established an Advisory Committee for Nomination

the Company surveyed and received responses from all nine

independence from the Board of Directors is critical for soundand Remuneration of Directors, pursuant to a resolution of thedirectors and five audit & supervisory board members ingovernance. From this viewpoint, three external directors andBoard of Directors on May 26, 2016. This committee aims torelation to 1) the role of the Board of Directors, 2) the

three external audit & supervisory board members who arefurther enhance the transparency and objectivity of decisions

composition of the Board of Directors, and 3) the administration

sufficiently independent from the Board of Directors are

and decision-making processes regarding the nomination andof the Board of Directors.

appointed. Toppan has confirmed that none of the external

remuneration of directors. In forming the committee, Toppan

directors or audit & supervisory board members are major

includes external directors who meet the requirements ofshareholders or stakeholders of the Company, receive monetary

Toppan’s Independence Standards for External Officers andAs a result of the survey, the Company confirmed that theamounts or other assets from the Company apart from theensures that the external directors on the committee outnumber

Board of Directors functions appropriately in general andremuneration they receive as officers, or bear any responsibility

the total number of internal directors and audit & supervisory

effectively overall.

for the execution of the operations of any of the Company’s majorboard members serving beside them. External audit &business partners.

supervisory board members who meet the requirements of theresults indicated that the disclosure of non-financial

2. Summary of Evaluation Results

With regard to 1) the role of the Board of Directors, the

The Company clarified its standards for assessing theindependence standards can also be added. As of June 29, 2022,

information could be further enriched, while the Board of

independence of external directors and audit & supervisory board

the advisory committee consists of two internal directors, three

Director’s dialogue on management strategy, management

members by establishing the Independence Standards for External

independent external directors, and one independent externalplans, and other management matters was significantly

Officers of Toppan Inc. through a resolution of the Board ofaudit & supervisory board member.

improved.

Directors on November 26, 2015. Toppan also assesses theirThis advisory committee examines proposals from Toppan

With regard to 2) the composition of the Board of

independence based on relevant standards of the Tokyo Stock

Inc. relating to the nomination and remuneration of directors

Directors, the results indicated that the administration of

Exchange (TSE), in addition to the standards of the Company.

(including the representative directors) and provides

discretionary advisory committees could be further improved

Toppan’s external directors (Yoshinobu Noma, Ryoko Toyama,recommendations to which the Board of Directors or persons

in several areas. At the same time, many of the survey

and Mieko Nakabayashi) and external audit & supervisory board

entrusted by the board must refer when deciding on the

respondents expressed favorable views on the substantial

members (Keiko Kakiuchi, Haruo Kasama, and Teruhiko Kawato)

proposals.

re-composition of the Board of Directors effected in theare independent officers pursuant to the TSE standards.
A support system for external officers has also been
established. The external directors exchange information andprevious year.

Evaluating the Effectiveness of the Board of
Directors

opinions with other directors, as required, while the president's

With regard to 3) the administration of the Board of
Directors, the results indicated significant improvements
achieved in the evaluation of administration (e.g.,

office provides them with necessary information from both inside

To ensure that the Board of Directors executes duties

unrestricted discussions at board meetings realized throughand outside of the Company. The external audit & supervisory

appropriately and effectively, the Basic Policy on Corporate

the re-composition of the Board of Directors), as well as theboard members, meanwhile, receive internal and external

Governance of Toppan Inc. calls for an annual analysis andneed for continuous reviews aimed at further administrative

information from other audit & supervisory board members andevaluation of the effectiveness of the Board of Directors and theimprovements.

dedicated personnel working under them, as required. They also

disclosure of a summary of results. A summary of the results ofshare information and exchange opinions with other members.

the evaluation performed in March 2022 follows below.

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax GovernanceGroup Management Approach and Policies
PolicyActivity results, performance data

Toppan aims to enhance corporate value across the entire global

Directors and Audit & Supervisory Board Members (As of June 29, 2022)
Directors: 9 (7 men, 2 women) / Audit & supervisory board members: 5 (4 men, 1 woman)

NameGroup and strives to leverage both comprehensive strengths andthe resources and core competencies of each company to create
new value addressing challenges for clients and society. Toppan
works to increase profitability by strengthening collaboration sothat each Group company can be competitive in its field, and by

Shingo Kaneko
Hideharu Maro
Shinichi Ohkubo

leveraging economies of scale in areas such as joint purchasing
and effective use of assets.
Toppan issued its Operating Guidelines for Overseas
Subsidiaries in 2019 to reinforce Group governance. The third
edition (2021) reflects factors such as changing businessenvironments and revisions in relevant legislation and in-houserules. Toppan applies the guidelines across the Group to help
overseas subsidiaries consolidate operating foundations andgovernance structures while maintaining autonomy.

Attendance Number ofExpertise / Experience
independ- First Tenure at Board of Company
Knowledge
Personnel Environ- Legal Affairs
Corporate Finance / Sales /SharesDirectorsin
Digital ManufacInternaYear*
enceof Other/ Risk/ Labor mental /Manage- Accoun- MarkeHeld
Years* Meetings/ ITC
turingtionality
Companies
Managementting
Socialting
Relationsment(Fiscal 2021)(thousands)

Current Position
Chairman &Representative
Director
President &Representative
Director
Executive Vice
President &Representative
Director

Toppan has established a Sustainability Promotion Committee
chaired by the President & Representative Director to discusssustainability measures and make reports and recommendations
to the Board of Directors. In fiscal 2020, Toppan positioned thiscommittee as a cornerstone of corporate governance.
Details on Toppan's sustainability initiatives andapproaches to matters including climate change, the TCFD,

18/18

120

●

●

2009

13

18/18

68

●

●

2005

17

18/18

104

●

Director & Senior
Managing Executive
Officer

2019

3

18/18

26

●

Takashi Kurobe

Director & Managing
Executive Officer

2018

4

18/18

14

●

Hironori Majima

Director & Executive
Officer

2021

1

14/14

9

●

Yoshinobu Noma

Director (external)

2010

12

18/18

34

●

Ryoko Toyama

Director (external)

2016

6

18/18

－

●

Mieko Nakabayashi Director (external)

2020

2

18/18

－

2022

－

Assumedoffice onJune 29,
2022

8

●

●

Senior Audit &Policy19

Kazunori Sakai

Masatoshi Hagiwara Supervisory Board

Sustainability Initiatives

2003

Member

●

●

●

●
●

●

●

●

●

●

●

●

●
●

●

●

●

●

●
●

●

●
●

●

●

●

●

Itaru Kubozono

Audit & Supervisory
Board Member

2019

3

16/18

5

Keiko Kakiuchi

Audit & Supervisory
Board Member(external)

18/18

－

●

●

●

●

●

●

●

●

Haruo Kasama
Teruhiko Kawato

2016

6

Audit & Supervisory
Board Member(external)

2018

4

17/18

－

Audit & Supervisory
Board Member(external)

2022

－

Assumedoffice onJune 29,2022－*As a director or an audit & supervisory board member
Average tenure in years

6.42

Percentage of female officers

21.43%

Average attendance rate

98.58%

human capital, and intellectual property can be found in thisreport.

●●●Remuneration to Directors and Audit &Supervisory Board Members
Please see the section covering corporate governance in the
securities report (in Japanese) for details on the method used toMore details on the 176th securities report (in Japanese)
https://ssl4.eir-parts.net/doc/7911/yuho_pdf/S100OITA/00.pdf

127determine remunerations and other remuneration-related
information.
TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax Governance

Strict Compliance
Basic Approach

the TOPPAN SDGs STATEMENT , and observance of them will

as a set of basic rules to be fully observed by Group employees

help shape a sustainable society.

to ensure the legality of their execution of job duties. A
Compliance Department set up under the Legal Affairs Division

Approach

Legal compliance in business operations is an indispensable

in the head office coordinates with the legal affairs departments

More details on the Toppan Group Conduct Guidelines

https://www.toppan.com/en/about-us/philosophy/conduct-guidelines.html

and other related sections of Toppan’s subsidiaries to secure

condition that every corporation must satisfy to fulfill its

legal compliance and establish corporate ethics across the

responsibilities to society. Toppan firmly believes that every

Group. A Conduct Guidelines Promotion Leader (“Leader”)

person working in the Group must fully recognize theimportance of compliance, make proper judgments, and act withintegrity under high ethical standards by respecting laws,

Compliance Promotion Structure

system supports guideline compliance in the workplace at
Toppan Inc. and its subsidiaries. Leaders appointed under thesystem work to ensure guideline compliance in daily operations

Promotion framework

regulations, in-house rules, social norms, and other standards ofconduct.
Risks related to compliance increase as the Toppan Group
globalizes business and intensifies its operations beyond

under the Director in charge of Conduct Guidelines Promotion.
Toppan has formulated the Toppan Group Conduct Guidelines

Structure to Promote the Conduct Guidelines

borders.
Toppan’s Conduct Guidelines were established in 2000

President & Representative Director

based on the Corporate Philosophy and Corporate Creed. The

Director in charge of Conduct Guidelines Promotion

guidelines are a collection of fundamental provisions that set out
the basic concepts and behavioral norms for Toppan personnel

Compliance Department, Legal Aﬀairs Division

to follow in accordance with corporate ethics and the principles
of legal compliance. Ten years later, in response to changes inbusiness environments and social conditions, Toppan completely
revised the guidelines into the Toppan Group Conduct
Guidelines, a set of principles that all Group companies aroundthe world, including Toppan Inc., are required to observe. The
Group issued a revised set of Conduct Guidelines in April 2021
based on a comprehensive review conducted in 2020. The
revised Basic Principles in the guidelines call upon employees“(to) achieve a sustainable society” and strive for “personnel
diversity,” a “rewarding work environment,” and other

Business divisions

Head oﬃce divisions

Division heads

Conduct Guidelines
Promotion Supervisor
Head of Legal Aﬀairs Division

Conduct Guidelines Promotion Supervisors
Person in charge of management: Business Strategy Department GM
Person in charge of education: General Aﬀairs Department GM
Conduct Guidelines
Promotion Leaders in sales
and planning departments

Conduct Guidelines Promotion
Leaders in administrative
departments

Conduct Guidelines Promotion
Leaders in manufacturing
departments

Conduct Guidelines
Promotion Leaders

Supervisors in each department

Supervisors in each department

Supervisors or educational
leaders in each department

Supervisors in each department

sustainability requirements. The latest guidelines will guide

Employees

accelerated efforts to address the material issues propounded in

128

Employees

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax GovernanceConduct Guidelines Promotion Leadersconsolidating and modifying cases presented in the earliertransactions with suppliers and subcontractors, as society

edition while adding new cases associated with emerging risks

Seven hundred and thirteen Leaders were newly deployedrequires the Group to fulfill its corporate responsibilities

in general or in Toppan’s recent business operations. The

across the Group in fiscal 2021, including 115 women (16.1% ofCompliance Department in the Legal Affairs Division,

throughout the entire supply chain.
● Cases involving quality

the Leaders). A cumulative total of 11,845 employees havemeanwhile, posts monthly Conduct Guideline Notifications on

worked as Leaders since the system was launched in fiscal 2004.

Added cases involving falsified quality results linked to

topics relevant to the guidelines at the workplace to ensure strictproducts and services, as conspicuous instances are emerging.

compliance under the Leaders. Toppan has also been holding

Clearly indicated that falsified quality results can incite claims

Number of
Newly
Deployed
Leaders

Number of
FemaleLeaders
Deployed(Percentage)

Cumulative
Total Numberof Leaders

Fiscal 2018

677

86（12.7%）

9,732

Fiscal 2019

688

87（12.6%）

seminars, producing posters, and implementing othercompliance promotion activities to ensure full observance of theguidelines among Group employees.

of contract violation and damage the Group’s social credibility.
● Cases involving diversity & inclusion

Added cases that further employees’ understanding of

The Group has applied the Toppan Group Conduct

diversity and inclusion in the workplace in accordance with

10,420

Guidelines to overseas subsidiaries and held overseas briefing“promoting diversity and inclusion,” a basic principle added tosessions to disseminate the guidelines and ensure strict

the Group’s Conduct Guidelines in the 2021 revisions.

Fiscal 2020

712

98（13.8%）

11,132

Fiscal 2021

713

115 (16.1%)

11,845Compliance Training
Training, education

Toppan organizes group training for Conduct Guidelines

compliance globally. Online sessions to brief participants on the

Substantially revised existing cases on intellectual property

at Group affiliates in Shanghai, China in fiscal 2021. Toppan

rights to cover trademark rights, design rights, and the Group’s

will continue to organize training on the guidelines for

efforts to file more patent applications for technologies andemployees working at the Group affiliates in other countries andbusiness models with a view to “securing and using

regions across the world.

intellectual property” as stated in the Conduct Guidelines.

Main Revisions in the Conduct Guidelines
Casebook

Promotion Leaders (“Leaders”) every year. The Group devises
ways to enhance the effectiveness of training sessions through● Cases involving intellectual property rights

latest revisions of the guidelines were arranged for 89 employees● Cases involving BCP

Added cases involving earthquake preparations and actions to
be taken when a quake strikes, in order to minimize damage
to the business activities of the Group in the event of an● Cases involving human rights

activities such as group discussions using case methods

Added human rights cases to alert Group employees to

describing actual incidents. In total, 104 training sessions werepotential problems involving privacy invasion (one of the six

earthquake striking directly beneath the Tokyo metropolitan
area or occurring on the ocean-floor trench off the coast
spreading from Shizuoka to Kyushu, Japan.

held online for 1,099 Leaders from Toppan Inc. and Group

forms of “abuse of authority” designated by the Japanesecompanies across Japan in fiscal 2021.

Ministry of Health, Labour and Welfare), child labor, forced

Called attention to the risk of business email compromiselabor, and other global human-rights abuses.

(BEC) and required employees to use a “suspicious-email

Group employees who wish to get a better understanding of
the Conduct Guidelines can read through the Conduct● Cases involving anti-collusion measures● Cases involving cyber security

report form” on Toppan's internal website to report fraudulent

Guidelines Casebook (revised on April 1, 2022). This casebook

Added bid-rigging cases to present key points on proper

email messages as soon as they are detected. These safeguards

is especially useful for employees when they have doubts or wish

bidding, as the Toppan Group is winning more contracts forhave high priority, as a surge of BEC incidents and otherfor guidance in judging how to handle daily operations.

public work projects.

cyber-attacks against corporations have been causing

The casebook responds to changes in social conditions,legislative amendments, and other circumstances by● Cases involving sustainable procurement

considerable damage.

Added cases involving sustainable procurement focused on

129

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax GovernanceCompliance in fiscal 2021

In training sessions organized each year for candidates foroverseas assignments, trainees learn reinforced strategies todepartments and the observance of export controls in 38
departments.

The Toppan Group was not involved in any serious incidents or

combat bribery in the commercial and public sectors andviolations of laws or regulations in the course of business in

become familiar with the Group’s system for pre-authorization.

laws across the Group. No serious legal violations or cases offiscal 2021.

Thirty employees attended six sessions in Japan in fiscal 2021.

misconduct were identified, and no problems or incidents

Toppan has also been formulating anti-bribery rules for

Anti-Corruption Initiatives
PolicyActivity results, performance data

overseas affiliates across the Group. In fiscal 2021, Toppan

The audits in fiscal 2021 confirmed conformance with theseoccurred in transactions with subcontractors or import or exporttransactions.

established a set of anti-bribery rules at Group affiliates inShanghai, China and held briefing sessions for their employees.
The Toppan Group continues to win more contracts withnational and local governments, primarily for business process

Toppan has been undertaking various anti-corruption initiatives

outsourcing (BPO) projects in Japan. To ensure proper conduct,in conformance with the anti-corruption principle set out by the

Toppan organizes regular training sessions on the prevention ofUnited Nations Global Compact. The Toppan Group Conduct

collusion and bribery. Most of the target trainees are Group

Guidelines affirm wide-ranging principles on corruption

employees who are often assigned to sales and planningprevention, such as the “prohibition of bribery and inappropriate

operations for public sector projects. Two hundred and ninety-

entertainment practices,” “prohibition of receipt or provision forsix employees attended the training sessions in Japan in fiscal

personal gain or rebate,” “prohibition of illegal political

2021.

contributions or donations,” and “prohibition of collusion andcartels.”
To better combat bribery, Toppan established a set ofanti-bribery rules and guidelines in March 2017 and formulated
an anti-bribery framework led by the Director in charge of Legal
Affairs as the chief anti-bribery manager. For more intensive
anti-bribery control, Toppan also launched a system requiring

Training for Compliance withTransaction-related Legislation
PolicyTraining, education

pre-authorization for the offering of any entertainment or gifts to

To enforce compliance with major transaction-related laws anda public official or the like. In April 2018 the Group issued an

regulations, the Toppan Group has been ensuring compliance

FAQ describing specific cases of bribery to further heighten

with the Subcontract Law of Japan and comprehensively

employee awareness and call strict attention to compliance-

preventing improper import and export transactions.

related issues. As a basic rule, Toppan prohibits GroupIn fiscal 2021, a total of 777 employees from departments

employees from making “small facilitation payments” to publicthat customarily conduct transactions with subcontractors were

officials to facilitate or expedite routine governmental services

trained on compliance with the subcontract law, and 9,615

such as visa issuance or customs clearance. No cases of

employees took an e-learning course on export controls under

inappropriate entertainment or gifts to public officials or the likethe Foreign Exchange and Foreign Trade Act of Japan. The

were identified in fiscal 2021.

Group also audited compliance with the subcontract law in 55

130

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax GovernanceInternal Reporting System

Number of Internal Reports

SystemThe Toppan Group Helpline was used in eight cases in fiscal

Activity results, performance data

2021. No serious legal violations or cases of misconduct were

When a person at Toppan discovers a legal violation or improper

reported. Seven of the helpline reports were on harassment. In

conduct somewhere in the Group, the person is to report it to

the eighth, the reporting contact called for improvements intheir superior for deliberation as a basic rule. If their superior

work processing. Every case was properly handled and followed

fails to resolve the problem, the person is encouraged to call theup with necessary countermeasures to prevent recurrence.

Toppan Group Helpline, the Group’s internal reporting system.
The helpline is open for use by all officers and employees(including dispatched staff and part-time workers) at Group
companies (excluding listed corporations). This system allows
the Group to ensure strict compliance with the Toppan Group
Conduct Guidelines by promptly identifying and properly
dealing with legal violations and misconduct.
The Group revised the rules on reporting in November 2019to encourage Group personnel to call the helpline by lowering
the threshold for use. The revised rules stipulate theestablishment of three portals to receive reports: a “corporate
portal” and “audit & supervisory board member portal” operated

Toppan Group Helpline
Reporting contact

When the problem
remains unresolved

Any Group oﬃcer or employee
Reporting andconsultation

Superior
Internal reporting(an email or sealed document sent in thename of the person reporting as a basic
rule; anonymous reporting is available
through the external portal)

Reporting on
progress andresults, follow-up
communication

in-house, and an “external portal” operated by legal consultants.
The receiver has thus been changed from the President &Representative Director or Senior Audit & Supervisory Board

Three portals to receive reports

Member of Toppan Inc. to the three portals that have been in

Corporate portal

Compliance Committee

operation since April 1, 2020. The President & Representative

Audit & supervisoryboard member portal

Senior Audit & Supervisory Board
Member of Toppan Inc.

External portal*

Legal consultants

Director currently serves as the chief manager of the helpline.
An internal website of the Group, meanwhile, posts topics
on the intent of the reporting system, system outlines, andprecautions regarding calls placed to the helpline, along withother helpline information. Toppan also holds rank-based
training, training for new employees, and other types of training

Instructions

Reporting

Department responsiblefor investigation and countermeasures

to inform Group personnel about the system.
(As of June 1, 2022)

Reporting rules were further revised in May 2022 to ensurecompliance with the amended Whistleblower Protection Act
enacted in Japan in June 2022.

*The Compliance Committee investigates issues reported to the external
portal and considers and formulates measures, etc. to handle them.

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax Governance

Information Security
Basic Approach
Approach

PolicyToppan controls information security and cyber security acrossthe Group in the recognition that appropriate and safe
management of information and systems necessary for businessis a significant managerial challenge for the Group as Toppan
grows as a leader in addressing global social agendas.
The threat of cyber-attacks has been mounting with theadvancement of the IoT and rapid digital transformation. These

Toppan Group Basic Policy on Information Security
As a group of companies operating in the information communicationindustry, each of us at the Toppan Group carries out Groupwide information
security management in the recognition that the management of informationnecessary for business is a significant managerial challenge for us as a means
to reciprocate our customers’ trust and promote the ongoing growth of the
Toppan Group.

4. We are deeply aware of the risks to the information assets we handle,
such as illegal access, loss, damage, falsification/manipulation, andleakage of information, and take necessary and reasonable safetymeasures against these risks. We deal with and rectify any problems that
occur promptly and in an appropriate manner.
5. We establish, operate, maintain, and continuously improve information
security management systems.

1. We manage information necessary for our business appropriately inobservance of our in-house rules, the law, and the principles of social order.

Established on April 1, 2001
Revised on June 27, 2019

2. We collect information for appropriate purposes using appropriate
methods.

Hideharu Maro
President & Representative Director
Toppan Inc.

3. We safely manage the information entrusted to us by customers in order toreciprocate our customers’ trust.

attacks can result in the leakage of information assets, including
personal information or confidential information, and endanger
business continuity per se.
In keeping with the Toppan Group Basic Policy on
Information Security, Toppan applies secure technologies andrigorous control in operations throughout the Group to drive

Promotion Frameworktechnical teams work together to manage information security
at Toppan by overseeing business divisions and Group
companies in cooperation with outside expert organizations.

Promotion framework

In parallel, information security managers in the businessdigital transformation initiatives that enhance corporate value

Under the direction of the Chief Information Security Officer

divisions and Group companies work to ensure the safety of theirand reciprocate the trust of customers and society. The Group(CISO), the Information Security Division and specialist

organizations according to instructions issued by the head office.

has been introducing various systems and tools to counter cyberattacks and reinforcing safeguards across the tightly secured
areas where personal information is handled throughout Japan.

Organizational Structure for Information Security Management
President & Representative Director

More details on the Toppan Group Basic Policy on Information Security
https://www.toppan.com/en/about-us/our-corporate-approach/security-information.html

More details on the Personal Information Protection Policy
https://www.toppan.com/en/privacy.html

Chief Information Security Officer (CISO)Internal advisory body

Information Security Division

Information
Security Council

TOPPAN-CERT

Toppan Computer Emergency
Response Team132

Nippon CSIRT Association (NCA)

National center of Incident readiness and Strategy
for Cybersecurity (NISC) of Japan

Japan Computer Emergency Response Team
Coordination Center (JPCERT/CC)

Security Operation
CenterTokyo Metropolitan Police Department Cyberattack Control Center

Group and relatedcompanies

Information-technology Promotion Agency (IPA)of JapanJapan Cybercrime Control Center (JC3)

Japan Network Security Association (JNSA)

Business divisions
Information security managers

SOC

Outside organizations

Support members

Other organizations

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax Governance

Information Security Management
Structure

Revising Rules to Enhance Security Management

set up procedures for handling personal information andToppan’s rules and regulations on information security

their information is provided to third parties outside of Japan,

management have been established based on the ISO/IEC 27000

and submitting incident reports whenever necessary. The

standard for information security management systems (ISMS)

procedures are closely modeled after the guidelines announced

Information Security Management

and comply with the JIS Q 15000 standard for personalby the Personal Information Protection Commission of Japan.

Under the Chief Information Security Officer (CISO), theits ISMS and PMS, Toppan needs to ensure robust governance

Information Security Division formulates a Groupwide

of information security throughout the entire Group, including

information security plan, sets up rules and regulations, andoverseas sites, and to better respond to emerging requirements

disseminates and reviews them. The division convenes regularin areas such as cyber security, the use of data, the IoT, andTo address globalized business operations, Toppan specifies themeetings with members from business divisions and related

globalization. Toppan duly formulated a set of baseline standards

Group’s global standards on personal information managementcompanies to share the details of information security polices

for monitoring conformance with the Toppan Group Basic Rulesin accordance with the core principles of the General Dataand measures underway.

on Information Security in fiscal 2021. The Group’s control overProtection Regulation (GDPR) issued by the EU. Toppan seeks

information security has been reinforced through checks on

to handle personal information in conformance with theconformance at Group companies.

applicable legislation of every relevant country.

Complying with Laws and Regulations

PrivacyMark Accreditation and ISMS Certificationin Japan

Promotion framework

The Information Security Division also carries out regular
audits of business divisions and related companies to check theanonymously processed information, notifying individuals when

information protection management systems (PMS). To sustain

International Legislation on Personal Information
Protection

quality of their security control and recommend corrective
measures as necessary.
The results of these activities are regularly reported to the
CISO. When a security incident arises, the division promptly
initiates the Group’s response and reports the present status to

Activity results, performance data

the CISO as required.
The Toppan Group complies with the amended Act on the

Toppan’s information security systems have received
PrivacyMark accreditations and information security
management system (ISMS) certification across Japan.

Arranging Remote Working Environments

Protection of Personal Information of Japan, the EU General

The Group is formulating in-house rules, building

Data Protection Regulation, and other information-protection

environments, and training personnel in charge to secure theToppan has reviewed the Group’s information security rules forlegislation around the world.

handling of important information received from customers,
personal or otherwise.

remote working and formulated standards for the use ofJapan’s Amended Act on Personal Information
Protection

Japan’s Individual Identification Number System

and virus-infection incidents while working from remote

The Toppan Group has revised its rules on information security

The Toppan Group has added new requirements for its security

locations.

management within Toppan Inc. and various other Group rules

control measures under in-house standards for tightly secured

related to the handling of personal information to ensure

areas, based on guidelines for the proper handling of specificaudits and audits of various other types to confirm information

compliance with the amended Act on the Protection of Personal

personal information issued by the Japanese government’s

security management throughout the Group.

Information enforced in Japan in April 2022. The Group has also

Personal Information Protection Commission. These security

communication tools to ensure safe working environments
outside of the office. A system has been introduced to enable
Group employees to promptly report suspicious incoming emails

Remote approaches have also been adopted for internal

133

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Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax Governancemeasures cover operations involving specific personal
information, such as the handling of individual identification

Secured Areas for Handling Personal Informationin Japan (As of March 31, 2022)

numbers under Japan’s Social Security and Tax Number System

Hokkaido

and the collection of those numbers on behalf of Toppan’s client(8 areas)companies.
Toppan has set up a room dedicated solely to the handlingof these personal identification numbers, and a special teamcarries out accreditation audits on operations performed
therein.

Detection of fraudulent operations: As a basic rule, Toppan
prohibits Group employees from connecting any external
memory media to the PCs used within the tightly secured areas.
The Group’s monitoring center carries out operational log
analysis using log management systems. Whenever a potentiallyKansai (15 areas)

fraudulent log is detected, the center immediately notifies the

Chugoku & Shikoku(10 areas)

Higashinihon(10 areas)

Kyushu (5 areas)

relevant management personnel for verification.

Security Measures

Kanto (89 areas)Protecting Personal Information andConfidential Information
Chubu (7 areas)

Activity results, performance data

Surveillance camera

Secured Areas for the Handling of Personal
Information

Controlling the Secured Areas

Operations involving the use of confidential materials in the

The Toppan Group seeks to ensure and upgrade security levels

Toppan Group are conducted exclusively within a closed

in the handling of personal information through regular internal

network environment and in tightly secured workplaces whereaudits and day-to-day operation checks based on operational

the comings and goings of employees through entrances andmanagement rules for the tightly secured areas within the

Toppan entrusts some of its operations involving the handling ofexits are monitored to minimize the risk of fraudulent acts andGroup.

personal information and confidential information to Group andAccess control

other forms of misconduct inside of the Group and the risk ofControlling Security across the Supply Chain

Two key components of Toppan’s security management

partner companies. Toppan also relies on the cloud services ofunauthorized access from outside of the Group. Strictly

regime are internal audits to inspect operational management

external companies in performing some of the Group’s business

controlled operations include the handling of personaland monitoring to detect fraudulent operations.

operations.

information (e.g., individual identification numbers under

Toppan strives to mitigate supply chain risks by checking

Japan’s Social Security and Tax Number System) and the

Operational management inspection through internal audits:

the safety of cloud services and auditing subcontractors to

production and handling of security printing products with

Dedicated auditors regularly inspect the installation,

confirm that their controls satisfy the Group’s security standards.

monetary value.

management, and operation of tightly secured areas designated

The levels of control required of subcontractors depend on thefor the handling of personal information. Managers assess andtypes of information and operations entrusted to them.

The Toppan Group found no instances of unauthorized
information removal or other personal information-related

accredit inspection results to maintain and further enhanceincidents in fiscal 2021. Strict efforts to maintain a record ofoperational management levels across the Toppan Group.

zero-incidents across the Group will be maintained.

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Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax GovernanceCountering Cyber-attacks
Activity results, performance data

Implementing Threat Intelligence and OSINT
Activities
Toppan continues to implement threat intelligence and Open

Cyber-attacks pose especially significant security risks to

Source Intelligence (OSINT) activities to uncover signs ofToppan. The Company has been implementing various measures

cyber-attacks against the Group and detect vulnerabilities visible

to mitigate them.

to outside parties early on. Toppan strives to mitigate cyberattack risks by addressing weaknesses detected within the

Installing the EDR Application on PCs across theGroup
In 2019 Toppan began installing Endpoint Detection andGroup before attacks can occur.

Upgrading Website Vulnerability Assessments

Response (EDR), an application that detects suspicious

Weaknesses in Toppan’s web applications have been assessed tobehaviors in PCs. The application is now installed in all PCs

counter cyber-attacks targeting website vulnerabilities. An

used for administrative work across the Group. The next step

automatic vulnerability detection system is now installed towill be to install the EDR application on terminals used onsite inperiodically diagnose the network and address vulnerabilities

production settings, as well as on Apple computers and networkthat become apparent from day to day. This system reinforces

servers. Toppan will continue to strengthen the system for

the Group’s ability to provide customers with more tightly

detecting and countering sophisticated malware.

secured services.

Using a CASB Service to Mitigate Cloud-usage
Risks

Countering Email Attacks
Cyber-threats continue to grow with the return of the malicious

The growing usage of cloud services is driving up the amount of

botnet Emotet and the rising frequency of fraudulent emails andimportant information handled by cloud-based applications.

business email compromise (BEC) crimes, where a cyber-

From fiscal 2020, Toppan began using a Cloud Access Security

criminal sends an email that appears to come from a familiar

Broker (CASB) service that visualizes and controls computerbusiness acquaintance with the intent of stealing money or

usage in cloud environments. CASB enhances the safety of

specific information. Starting from fiscal 2022, Toppan will be

cloud-service usage by identifying risks associated with

combatting these threats by launching an advanced service that

individual cloud services and detecting and restricting clouduses AI analyses and machine learning to screen incoming

usage subject to unduly high risk.

emails. This service will mitigate targeted email attempts to steal
money, exploit information, or compromise networks in otherways. Toppan will continue solidifying its systems to resist email
attacks throughout the Group.

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Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax Governance

Acquiring Third-party Certification
Activity results, performance data

Toppan Inc. and Group companies have acquired ISO/IEC
27001 certification for information security management
systems (ISMS), PrivacyMark accreditations under JapaneseIndustrial Standards (JIS) Q 15001:2017 for personal
information protection management systems (PMS), and otherthird-party certifications.

ISMS Certification (ISO/IEC 27001) for
Information Security Management Systems
Information & Communication Division (ToppanInc.); Business Platform Department (Digital
Innovation Division, Toppan Inc.); Technical
Department (Integration Business Center, DX
Design Division, Toppan Inc.); Toppan
Communication Products Co., Ltd.; Toppan
Graphic Communications Co., Ltd.; TGS Inc.; TB
Next Communications Co., Ltd.

IC06J0151

Toppan Group Kansai Business Center (Toppan
Forms Co., Ltd.)JQA-IM0137

Toppan Infomedia Co., Ltd.

JUSE-IR-404

Asaka Plant and Shiga Plant (Toppan Inc.);
Semiconductor photomask operations (Asaka
Plant and Shiga Plant, Toppan Electronics
Products Co., Ltd.); Design, development,
commissioned manufacture, and management of
products related to semiconductors (Toppan
Technical Design Center Co., Ltd.)IS 530416

ONE COMPATH Co., Ltd.

IS 533218

Kyushu, Chugoku & Shikoku Team and ISMS
Promotion Committee (Information Security
Management, Nishinihon Division, Toppan Inc.)

I308

Kansai Production Department (Toppan Graphic
Communications Co., Ltd.)IC13J0361

Higashinihon Division (Toppan Inc.)

IS 606897

Takino Plant (Toppan Communication Products
Co., Ltd.); Takino Information & Communication
Production Engineering Team (Kansai
Technology, Kansai Subdivision, Toppan Inc.)
Secure BPO Team (Chubu Division, ToppanInc.); Chubu Production Department (Toppan
Graphic Communications Co., Ltd.); Nagoya
Plant (Toppan Communication Products Co.,Ltd.)IC14J0376

IC17J0444

PrivacyMark Accreditations (JIS Q 15001:2017)
Toppan Inc.

10190891

Toppan Communication Products Co., Ltd.

24000216

Toppan Graphic Communications Co., Ltd.

10190298

Toppan Editorial Communications Co., Ltd.

24000308

Toppan Logistics Co., Ltd.

10450006

Toppan Travel Service Corp.

10450093

Toppan Forms Co., Ltd.

10190934

Toppan Forms Central Products Co., Ltd.

24000366

Toppan Forms Tokai Co., Ltd.

24000204

Toppan Forms Kansai Co., Ltd.

24000101

Toppan Forms Nishinihon Co., Ltd.

18860028

Toppan Forms Operation Co., Ltd.

10820089

Toppan Forms Logistics and Services Co., Ltd.

10450002

Toppan Forms (Hokkaido) Co., Ltd.

10190307TOSCO Corp.

11820447

J-SCube Inc.

10860018

Tosho Printing Co., Ltd.

24000032

Tokyo Shoseki Co., Ltd.

10190966

Livretech Co., Ltd.

10190035

Tokyo Logistics Co., Ltd.

10860071

EduFront Learning Research Co., Ltd.

10861827

Froebel-Kan Co., Ltd.

24000369

BookLive Co., Ltd.

28000007

T.M.G. Challenged Plus Toppan Co., Ltd.

24000419

ONE COMPATH Co., Ltd.

24000445

Toppan Cosmo, Inc.

24000449

UNIWORX Co., Ltd.

21004696

Kirihara Shoten K.K.

24000459

One undisclosed entity

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax Governance

Information Security Training

behaviors by visualizing security management at a level of detail

Training programs at the DOJO are tailored to individual

not discernible by internal audits. Reviewing self-assessment

skills in an environment suited to long-term, continual practices.

reports sent in from different departments, the Group offers

DOJO Lite and DOJO Shot, meanwhile, arrange case examples

managerial staff suggestions for improvement and encourages

and case studies examining the latest cyber security themes.

Intensifying Training and Self-assessment

them to take necessary actions at their workplaces.

DOJO CORE provides practical simulation drills on responding

In fiscal 2021, regular group training was organized under the

fiscal 2021 to address a surge of cyber tricks triggered by virus-

capabilities of individuals and organizations throughout Japan,

theme of “Staying ahead of change—Addressing risks as aninfected ZIP files delivered as email attachments with password

including the Toppan Group, through the DOJO programs.

advanced, reliable corporation.” Participants learned about

prompts. This checklist item reminds Group employees of theevolving information security risks, security risks to beneed to use approved file transfer and storage services and torecognized in the teleworking era, and the newly establishedrefrain from sending password-protected ZIP files as email

Toppan Group Basic Policy on Information Security.

attachments.

Training, education

A checklist item was added to the self-assessment sheet in

to actual incidents. Armoris strives to enhance the security

Personnel using Toppan email addresses continued toreceive e-learning-based training attuned to their individual
working styles.
For employees engaged in production, courses on specificrisks on manufacturing premises are also arranged online inplace of group training.

Overview of Armoris’s DOJO service (in Japanese)

The Group also held division-specific training along withtraining sessions for persons handling individual identification

Sharing Information on Cyber Security
Preparedness

numbers under Japan’s Social Security and Tax Number System.
In parallel with training, Toppan works on a self-assessment
initiative to ensure information security across the Group. Thisinitiative aims to enhance individual awareness of everyday

Self-assessment report on information security in fiscal 2021 (in Japanese)

Toppan continued to hold quarterly cyber-security informationsharing sessions for Group personnel involved in information

Armoris DOJO Training for Cyber Security
Specialists

security management in fiscal 2021. Toppan aims to heighten
the understanding of cyber security preparedness within andoutside of the Group.

In September 2019, the Toppan Group founded Armoris Co.,
Ltd., a company specialized in providing client companies andpublic-sector entities with programs to nurture cyber security
Content used for a regulartraining course in fiscal 2021
(in Japanese)

specialists, as well as services geared to improving the security
levels of their organizations. Armoris operates a series ofpractical personnel-training programs, including DOJO, DOJO
Lite, DOJO Shot, and DOJO CORE.

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax GovernanceStaying on Alert for Cyber Incidents

Alerting Senior Management to Cyber Emergencies

Preparing for the Tokyo 2020 Games

Toppan Inc. conducts annual drills for senior management to

As large-scale, international sporting events, the Olympic andrehearse the actions to take in the event of a cyber-attack. To

Paralympic Games are easy targets for organized criminals.

Organizing Drills to Address Virus-infected Emails

fortify their safeguards, the drills better equip senior managers

Toppan Inc., a Tokyo 2020 Official Partner, prepared for thewith leadership skills to control cyber emergencies. The drills

games by gathering information on cyber threats through various

Toppan continues to hold suspicious email reporting drills twice

also aim to identify any challenges they may face in their efforts

channels, including an information-sharing system provided bya year. To prepare for the drills, all users of Toppan email

to shore up the Group’s risk management capabilities.

the Cybersecurity Response Coordination Center of Japan. The

Training, education

addresses (about 23,000 users in total) are requested to add aCompany also upgraded its emergency responsiveness by taking

shortcut link or icon that can be quickly clicked on theirpart in cross-sector anti-cyber-attack drills organized by thestanding screens to report suspicious messages they have

Nippon CSIRT Association and the National center of Incident

received or already opened. Starting from fiscal 2021, employees

readiness and Strategy for Cybersecurity (NISC) of Japan.

of overseas subsidiaries were asked to participate in the drills inparallel with employees from domestic subsidiaries andaffiliated companies, expanding the coverage to about 39,000
persons in total.

Operation guidance for the cyber security drill for senior management

The training held in fiscal 2021 was demanding. Toppan’s
cyber security team prepared a fraudulent email and sent it out
to employees without pre-warning in a simulated cyber-attack.
When the e-mail arrived in their inboxes, some employees went

Formulating Guidelines to Address Cyber
Emergencies

ahead and clicked a fraudulent URL link in the message andCyber threats have been escalating across borders. Theirfailed to recognize that the webpage launched was fake.

unprecedented malice and technical cunning can result in
instant and severe damage in all directions. In many instances,the conventional methods used against cyber-attacks are useless.
Toppan has formulated a set of guidelines that summarize
the Group’s basic approach, preparations, and action flows toaddress serious information security incidents caused by cyberattacks and other destructive acts. The Group is strengthening
its responsiveness to cyber emergencies on the assumption that
unforeseen incidents can always happen.

Guidelines for responding to serious information security incidents(in Japanese)

Screenshot of the suspicious-email report formon the Group’s internal website (in Japanese)

138

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax GovernanceRisk Management
Basic Approach
ApproachPromotion Framework

Toppan designated 26 significant risks in fiscal 2022. The
responsible head office divisions spearhead Groupwide efforts
to plan countermeasures against these risks and implement

Promotion frameworkcomprehensive measures to control them (see page 140). The

Risks surrounding corporations continue to diversify and grow

The Toppan Group manages individual risks specific to

Director in charge of Risk Management regularly reports themore complex. The most pressing risks include global shifts inorganizations such as business divisions, subsidiaries, andoutcomes of those measures to the Board of Directors.

political and economic landscapes, environmental shifts broughtGroup companies.

by climate change, the growing sophistication of cyber-attacks

Risks associated with diverse businesses are assessed every

with the advance of digitalization, and human rights issues such

year. The frequency and severity of possible risks are reviewed,

as forced labor.

and countermeasures are formulated based on the assessment

As a group of companies engaged in manifold businesses,

results. Midway through each fiscal year, the Group monitors

Toppan views accurate detection, appropriate management, andthe progress of mitigation measures designed at the beginning ofsteady prevention of these impending risks as one of its principal

the year.

management challenges. In keeping with this viewpoint, Toppan

Among the risks identified, Toppan defines those that canidentifies a set of “significant risks” affecting the Group throughexert severe adverse impacts on management as “significant

annual risk assessments and takes steps to prevent theirrisks.” Working as part of the Corporate ESG Project, the Risk

occurrence.

Management Working Group (led by the Director in charge ofWhen a significant risk actually arises, Toppan immediately

Risk Management; attended by persons in charge of riskcollects the necessary information and takes comprehensive andmanagement at the responsible head office divisions; andstrategic countermeasures under the Group’s risk managementadministrated by the Compliance Department in the Legalstructure to minimize losses, ensure business continuity, andAffairs Division) set under the Sustainability Promotion

maintain the trust of society.

Committee (chaired by the President & Representative Director)

Risk Management Structure
Board of Directors
Director in charge of Risk Management
Administration office(Compliance Department,
Legal Affairs Division)

Head office divisions
Departments in business divisions

reviews the results of risk assessments performed by relevantbusiness divisions, subsidiaries, and Group companies. The
working group also considers social conditions, the possibility ofrisks arising over the medium-to-long term, and various otherrisk-related circumstances surrounding the Group. Based on thereview results, a significant risk designation for the current year
is finalized with authorization from the Sustainability Promotion
Committee.
See the “Promotion Structure for Sustainability Initiatives” on page 12 for details

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax GovernanceSignificant Risks and Countermeasures for Fiscal 2022
Significant Risks

Main Initiatives

1

Human injury or damage to physical assets caused by infectious diseases or earthquakes, storms, floods, orother natural disasters

See pages 142-143

2

Climate change risks

See pages 30-35

3Characteristics of the printing business●W hen failing to increase sales in new businesses or conduct adequate cost-cutting measures when themarket shifts

4

Risks associated with strategic partnerships, investments, or acquisitions●W hen failing to continue partnerships or gain expected results●E nhance due diligence efforts, intensify monitoring activities, devise improvement plans, and so on

5

Risks associated with research and development●W hen progress is halted by delays in commercialization, launches, etc.

●P revent delays by monitoring progress, judging step-up timing, and identifying risks

6

Securing human resources to sustain business growth● Transform business portfolios●R einforce cost competitiveness with DX, AI, and other innovative solutions

See pages 57-67● Diversify financing methods and time spans

7

Securing financing

8

Risks associated with control of the GroupSee page 127● Build governance structures and systems based on the Operating Guidelines for Overseas Subsidiaries; comply

9

Risks associated with overseas business● Political or economic instability in countries or regions● Infectious disease, wide-scale disaster, conflict, or labor dispute● Poor governance at Group overseas subsidiaries, etc.
Intense market and price competition●D eclining prices or a loss of product or service competitiveness due to fiercer competition in prices or
product development● Devote resources to and reinforce development capabilities in DX business

10●M aintain and solidify a sound financial position

with the guidelines, manage the structures, and operate the system● Use business environmental risk-assessment systems provided by third-party institutions●Organize safety training and risk- and crisis-management training before overseas assignments●H elp client companies offer customer experience (CX) services, develop Toppan’s Hybrid-BPO™ services, andexpand the global market for the Group’s sustainable packaging materials● Improve the stock turnover ratio by promoting sales interdepartmentally11

Non-performing or long-term retained inventory assets, etc. due to inadequate asset management

12

Incidents related to receivables (bad debt, customer bankruptcy, etc.)

13

Fluctuations in the current value of marketable securities

14

Fluctuations in foreign exchange rates

15

Damage to Toppan’s brand image caused by leakage, improper handling, etc. of information

16

Negative impact on business caused by cyber-attacks

See page 135

17

Loss of social trust resulting from shutdowns of production lines, digital service businesses, etc. caused byfaulty ICT infrastructure● Formulate a set of guidelines on the construction of core infrastructure18

Quality-related incidents or self-imposed product recalls that can develop into issues in wider society

See pages 80-81

19

Risks encountered in raw material procurement

See pages 41-44

20

Risks associated with the leakage of toxic substances or environmental pollutants

See pages 111-114

21

Risks associated with waste●U nauthorized dumping, inappropriate disposal, etc. by waste-disposal service vendors

See pages 109-110

22

Human rights risks

See pages 37-44

23

Fires or occupational accidents

See pages 45-47, 142-144

24

Risks associated with labor issues (violations of labor-related laws, labor disputes, etc.)

See pages 45-51

25

Infringements of patents, copyrights, or other intellectual property rights●R isk of being seen to have infringed the intellectual property rights of other parties; risk of being drawn into
lawsuits; risk of being unable to prevent the unauthorized use of the Group’s intellectual properties; etc.

● Survey the intellectual property rights of other parties across the globe and follow up on the survey results

26

Misconduct (serious improper conduct or inappropriate actions, etc.) or compliance violations (collusion,bribery, or other legal or regulatory violations)●R egularly check asset quality and monitor inventory management● Set credit limits and review credit periodically based on in-house credit management standards●T ake credit protection measures in response to credit uncertainties or credit collection delays●P eriodically review strategic shareholdings and ascertain the financial condition, etc. of issuing companies● Formulate a set of risk management guidelines●U se hedging instruments such as foreign exchange contracts

See pages 132-138●C onfirm the extent of impact on business, ascertain priorities and procedures for restoration, and organize training●C onstruct a strong intellectual property rights portfolio by obtaining rights in accordance with individual countries

and regions

See pages 128-131*For details, see the securities report (in Japanese) at: https://ssl4.eir-parts.net/doc/7911/yuho_pdf/S100OITA/00.pdf

140

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax GovernanceRisk Management Structure
In accordance with the Rules on Risk Management, the Toppan
Group has set up a risk management structure under which the

Fostering Risk AwarenessTraining, education

responsibilities for risk management are allotted to specificToppan’s internal website posts its Rules on Risk Management, adivisions in the head office based on the types of risk involved.

list of risks facing the Group, details on the division-specific

When a risk actually arises somewhere in the Group, thestructure to address individual risks, and other risk management

responsible head office division coordinates with relevantmaterials. This site is constantly updated to present the latest

business divisions to minimize the negative impacts on businessrisk-related information for Group employees to check.

and reports to the Board of Directors if the incident is severe.

Based on the division-specific risk management structure,

When emergency response actions are needed, the President &the responsible head office divisions spearhead Groupwide

Representative Director or the Executive Vice President &efforts to organize regular training and audits to foster employee

Representative Director is responsible for forming an emergency

awareness of the risks to be addressed. The impending risks

taskforce to properly handle the issue. The taskforce is composed

facing Toppan include information and cyber security incidents,

of directors in charge of the relevant head office divisions, audit

natural disasters, infectious disease outbreaks, occupational& supervisory board members, legal consultants, and otheraccidents, environmental issues, and compliance violations.

outside experts.

In parallel, the members of the Management Committee,
external directors, external audit & supervisory board members,

Risk Management Liaison Meetingand the presidents and officers of Group companies convene a

All of the personnel in charge of risk management in the head

page 12 for details) to discuss key themes related to theoffice divisions assemble on a regular basis to share information

environmental, social, and governance (ESG) issues faced by theat the Risk Management Liaison Meeting. When a risk actuallyGroup. Meeting participants share their views on global risksarises, the responsible persons from relevant head officeassociated with business operations across the Group. Outside

divisions convene an extraordinary meeting to take necessary

experts were invited to hold seminars at the meeting in fiscal

actions and develop preventive measures.

2021. Participants also exchanged their opinions on issues such

Toppan Group ESG Management Promotion Committee (seeas human rights risks and climate change risks.

141

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax Governance

BCP / BCM
The Purpose of Business Continuity
Planning

Promotion Framework
Promotion framework

Approach

Activity results, performance data

Disaster Preparedness

the Information & Communication, Living & Industry, and

BCP administration offices at business divisions andElectronics fields.

subdivisions, major subsidiaries, and Group companies handle
the development of BCP activities accommodated to their own

commitment to reciprocating the trust of client companies andoperations. Groupwide taskforce members at the head officesociety overall by minimizing damage to the Group’s supply

undergo regular drills to secure disaster preparedness. The BCP

capacity.

Promotion Office set up in the head office Legal Affairs Division

Toppan adheres to a business continuity planning (BCP)● Training and drills

・Drills for the startup of taskforces (at the head office,business divisions and subdivisions)・Training for taskforce members

The Toppan Group provides an array of products and services in

Even if a disaster halts operations, Toppan will maintain its

Main BCP Activities

in Tokyo oversees and advances these endeavors while

protocol to ensure that Group employees remain safe and thatcoordinating with the BCP administration offices and related

business operations are promptly recovered when a disaster

departments around Japan to enhance business continuity

strikes. The basic policy and action procedures for disastercompetence throughout the entire Group.

・Training for personnel at BCP administration offices● Enhanced business continuity competence ofsubsidiaries and Group companies

・BCP activity assessments with checklists

・Individual interviews based on the assessment
results● Revision of documents

・Revision of the Basic Plan for Countermeasuresagainst Disasters and action-procedure sheets
・Formulation of annual action plans● Stronger supply chain

・BCP workshops for suppliers● BCMS operation*

response are also reviewed annually to update the Group’s Basic・External audits, internal auditsPlan for Countermeasures against Disasters. Toppan sees BCP

・Training and drills, revision of documents, etc.

as an essential process for fulfilling its social mission as aproponent of a sustainable society through the steady supply of*Have obtained ISO 22301 certification for operations that
require strict security procedures.

products and services that society needs.

Toppan Group BCP Promotion Structure
BCP Promotion OfficeGroupwide taskforce members
from the head office

BCP administration offices
at business divisions and subdivisions

BCP administration offices
at subsidiaries and Group companies

BCP administration offices
at operational sites

BCP administration offices
at operational sites

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TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax GovernancePreparing for Complex Disasters

Actions Taken during Actual Disasters

Building in central Tokyo.

In the event of a disaster, taskforces will be set up at Toppan’s

confirm the safety of site members, provide emergency relief,

operational sites in the affected region, along with taskforces atand initiate other necessary actions on a top-priority basis. The

the responsible business divisions and subdivisions,Groupwide taskforce will support the operational sites affectedsubsidiaries, and Group companies across Japan. These task

The COVID-19 pandemic persists. While the restrictions onby the disaster and assess damage to the Group’s operations.

forces will work under the direction of a Groupwide taskforce toeconomic activities to mitigate the spread of COVID-19 haveOnce the extent of damage is confirmed, the taskforce willbe established at the head office in Tokyo. The Groupwide

been gradually easing the world over, the supply chain

design a recovery plan to move seamlessly into a systematic

taskforce is to consist of directors responsible for taskforces

disruptions continue. In the meantime, natural disasters linked

business-resumption phase. The taskforce will then allotfrom the head office and a number of Groupwide response units

to global warming have been occurring with greater regularity

corporate resources to individual businesses by balancing theled by taskforce managers, all working under the taskforce head,over the past decade. Japan, like many other countries, has

needs of pertinent departments, while considering alternate

their deputy, and the assistant to the head. The Basic Plan forweathered intensifying flooding incidents due to typhoons andproduction when early recovery is expected to be difficult. All ofCountermeasures against Disasters stipulates the criteria fordevastating rainstorms. Wide-scale landslides and floods havethe taskforces will be dissolved and their activity logs will besetting up the Groupwide taskforce. Toppan has alreadybeen striking in different parts of the country every year. Japan

compiled once the recovery is complete. Issues identified during

prepared alternate sites in the Tokyo metropolitan area andis also one of the most quake-prone countries in the world.

recovery processes will be duly reflected in the Group’s future

Kansai region where a substitute Groupwide taskforce can be

Seismologists predict that giant quakes of several types (rating

recovery operations through revisions in the action procedure

formed as a contingency for a disaster affecting the Head Officeseven or higher on the Japanese seismic intensity scale) are very

sheets and other imperative updates.

likely to strike the archipelago. The worst of these include an

Disaster-affected sites will also start relief activities to

Policyearthquake directly striking the Tokyo metropolitan area and amega-quake on the Nankai ocean-floor trench off the coast

Coordination of Disaster Recovery Activities

spreading from Shizuoka to Kyushu. Earthquakes are therefore
the top priority in the Group’s business continuity planning

Toppan Group(BCP). Toppan’s revised Basic Plan for Countermeasures against
Disasters puts in place the latest preparations for these complex

Groupwide taskforce

Customers, suppliers

Deputy taskforce head
Assistant to the taskforce head
Directors in charge of taskforcesGroupwide response units(Eleven units to be formed, depending on the roles to be assigned)

Taskforces at the business divisions and subdivisions, subsidiaries, and Group companies

143

Central and local governments,
concerned bodies

Taskforce headdisasters. By further considering possible disasters, Toppan will
devise and operate an all-hazards BCP program to address all
foreseeable risks.

From Individual Disasters to Complex Disasters
Basic Plan for Countermeasures against Disasters
Flooding(torrential rain,tropical storms)

Earthquakes(earthquakes,
tsunamis)

Infectious diseases(pandemics)

Complex disasters

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax Governance

Shifting to Remote Training and Drills

preparing, protecting, and knowing. The site also presents
disaster-mitigation solutions offered by the Group andinformative comic strips on flood-evacuation.

Training, education

The current Basic Plan for Countermeasures against Disasters

Screenshots of a remote drill underway (in Japanese)envisions that a portion of Group employees will work remotely
to mitigate the spread of infection in the event of a disease
outbreak. While previous remote sessions were a means totaskforce members assigned information-sharing roles.
In the damage-assessment training for buildings, online

mitigate the spread of COVID-19, the current training is held to

instructors show photos of structural-assessment points shotcheck the steps to be taken when the next pandemic occurs.

beforehand and explain how to assess the structures. Online

In the taskforce startup drill, for example, participants

BCP workshops are also held for Group suppliers. Toppan willassigned individual roles in an online taskforce engage infurther improve the effectiveness of training and drills goingdisaster-recovery activities appropriate for evolving disaster

forward while considering the inherent challenges of remotescenarios displayed on their training screens while responding

formats.

to information, advice, and inquiries coming in from the“Bosai no Kokoroe” website (in Japanese)
https://www.toppan.co.jp/bousai/?id=topbnr

The second site is an internal website accessed from abanner on the head office information page in Toppan’s in-houseportal. Employees can find the Group’s Basic Plan forCountermeasures against Disasters, in-house learningmaterials, and various manuals on topics such as the Group’s
Text for structural assessment training (in Japanese)

Drill in progress

Coordinated Actions in Remote Training
Information-sharing
personnel

Drill facilitators

safety verification system.

Posting Disaster-mitigation Information
Training, education

Toppan’s ability to minimize disaster damage hinges onheightened employee preparedness. Toppan keeps employees

Senior taskforce

sufficiently prepared by delivering disaster-mitigation
information through two corporate websites.

BCP website(for internal use only; in Japanese)

The first is “Bosai no Kokoroe (understanding disasterpreparedness),” a website that employees and their families canreach by clicking a banner on the bottom of the main page ofSite-basedtaskforce A

Site-basedtaskforce B

Site-basedtaskforce C

Toppan's corporate website. Visitors to the site can check safety
tips and information they need to know on three topics:

144

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Corporate Governance | Strict Compliance | Information Security | Risk Management | BCP / BCM | Tax GovernanceTax Governance
Basic Approach
Approach

PolicyToppan Inc. has established a Toppan Group Tax Policy that
reaffirms the tax approaches the Company has taken to date, asa measure for reinforced governance throughout the entire
Group.
The Toppan Group will bolster efforts to ensure tax
compliance and continue to strive for sustainable growth andincreased medium- to long-term corporate value by further
strengthening tax governance and fulfilling its corporate social
responsibility through appropriate tax payments.

Toppan Group Tax Policy
In accordance with the Toppan Group’s Corporate Philosophy,

management.

Group, position sustainable growth and medium-to-long-termGroup Tax Policy and will establish and implement a tax management

1. Purpose3）Tax Risk

Corporate Creed, and Conduct Guidelines, we, the Toppan

enhancement of corporate value as vitally important challenges for

The Toppan Group has established the Toppan Group Tax Policy

as a set of norms for making decisions on tax-related matters basedon a fundamental approach of building relationships of trust withstakeholders, contributing to society, and enhancing corporate

value by complying with the tax-related laws and regulations ofeach country and region and fulfilling obligations to pay taxes in an
appropriate manner.

Promotion framework

The head of the Finance & Accounting Division of Toppan Inc. is
responsible for building and maintaining a tax management
framework across the Toppan Group. The head office tax
departments work together with accounting departments at
Group companies around the world to identify and address
challenges and risks related to tax. The tax departments duly
consider the proper operation of the management framework
based on the Toppan Group Tax Policy.
Toppan handles tax matters in a timely and appropriatemanner in accordance with advice and guidance from external
specialists whenever necessary.

framework covering the Toppan Group throughout the world.

We give sufficient prior consideration to tax risk associated withbusiness activities and aim to reduce tax risk based on advice andguidance from external specialists whenever necessary.

We strive to resolve uncertain tax positions promptly by

seeking advice and guidance from external specialists or by

consulting with the tax authorities in advance as necessary in theevent of any doubt regarding the treatment or interpretation of tax
matters.

2. Basic Policy4）Tax Governance1) Tax ComplianceManagement Framework

To achieve them, we have formulated the following Toppan

We fulfill our corporate social responsibility by filing tax returns andpaying taxes as appropriate when they are due in accordance withinternational rules and the tax-related laws and regulations of eachcountry and region in which we conduct business.

We endeavor to maintain and enhance tax compliance byconducting training and ensuring that officers and employees ofToppan Group companies are kept fully informed of policies andother matters related to tax.

We establish and implement a global tax governance system toensure that the companies of the Toppan Group comply withinternational rules and the tax-related laws and regulations of eachcountry and region and file tax returns and pay taxes appropriately
when required.

5）Transfer Pricing

We analyze the functions, assets, and risks of each of the parties
for transactions between related parties based on the arm’s

length principle and endeavor to ensure that profits are allocated2) Tax Planning

In the consideration and operation of business activities, we

implement effective tax planning in accordance with relevant laws
and legislative principles. We endeavor to maximize consolidated
cash flow and enhance corporate value through such measures
as eliminating double taxation and making effective use of tax
incentives.

We pay taxes as appropriate in the countries and regions inwhich we conduct business, take a basic approach of contributing

to local communities, and do not engage in tax avoidance practices,which seek to excessively reduce tax payments.

145

appropriately in accordance with level of contribution.
6）Relationship with Tax Authorities

We strive to build and maintain sound and proper relationships

with tax authorities in the countries and the regions in which we
conduct business and communicate with them in good faith byproviding sincere and factual explanations.

If any issues are raised or any instructions are given by tax

authorities, we clarify the cause of such issues, take appropriate

action to rectify them or make improvements, and strive to prevent
their recurrence.

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

Recognition (As of September 2022）

・ CDP Climate Change

Inclusion in ESG Investing Indexes

In fiscal 2021, Toppan Inc. was added to・Dow Jones Sustainability™ World Index
・Dow Jones Sustainability™ Asia/Pacific Index
Toppan Inc. has been included in the Dow Jones
Sustainability™ World Index (DJSI World) for five years
running.

・FTSE4Good Index Series

・CDP Supplier Engagement Leader

・FTSE Blossom Japan Index
・FTSE Blossom Japan Sector Relative Index

the CDP climate change “A List,” a selectThe FTSE4Good Index Series and the FTSE

group of top-rated companies in the climate change category

Blossom Japan Index are ESG investment indexes

established by CDP, an international NPO focused on

developed by FTSE Russell of the U.K. Toppan Inc.

environmental disclosure. Two hundred companies from aroundhas been listed on both indices for consecutive

the world were added to the A List in 2021, including 55

years.
In 2022, Toppan was also listed on the FTSE

companies from Japan.
CDP also selected Toppan as a 2021 Supplier Engagement

Blossom Japan Sector Relative Index for the first

Leader, awarding it one of the highest Supplier Engagement

time. Japanese companies gain entry to this index by exhibiting

Developed by S&P Dow Jones Indices, a leading

Ratings (SERs) assigned. Each year CDP SER assesses how

relatively outstanding ESG performance sector by sector.

global index provider, the DJSI World index is widely

effectively companies are working with suppliers to address

recognized and trusted by financial experts as the world’s

climate change issues. Over 500 companies around the world, the・Sompo Sustainability Index

longest-running ESG investing index. DJSI World-listed

top 8% of those that responded to the CDP questionnaire, were

Established by Sompo Asset Managementcompanies are chosen from more than 10,000 publicly

named Supplier Engagement Leaders in the 2021 assessment,

Co., Ltd. of Japan as an ESG investment

listed companies around the world for their excellence inincluding 105 companies based in Japan.

index composed of around 300 companies

sustainability performance based on a stringent
Corporate Sustainability Assessment (CSA) of theirenvironmental, social, and governance practices.
Toppan was one of 322 global companies included

・MSCI Japan Empowering Women Index (WIN)with records of outstanding performance in ESG metrics. The
companies listed on the index make up the long-term investment

An ESG investment index provided by

portfolio managed by Sompo Sustainable Asset Management. As

MSCI Inc. of the U.S. The index isof fiscal 2021, Toppan Inc. has been listed on the Sompo

2022 Constituent MSCI Japanin the DJSI World index in 2021. Among the 35 Japanesecomposed of companies recognizedcompanies named, Toppan was the sole member

for their excellence in gender diversity

positioned in the Commercial & Professional Services

in the workplace based on various

industry group.

ESG metrics, including the percentages of women among new

A France-based ratings platform that assesses corporate social

hires and management. Toppan Inc. has been listed on the index

responsibility and sustainability in supply chains based on thefor consecutive years.

four themes of the environment, labor and human rights, ethics,

Toppan Inc. has also been included in the Dow
Jones Sustainability™ Asia/Pacific Index for three years
running.

Empowering Women Index (WIN) (inJapanese)

http://info.msci.com/l/36252/
2017-06-27/kj5n9b

・S&P/JPX Carbon Efficient Index
The S&P Dow Jones and Tokyo Stock Exchange

Sustainability Index for 11 years running.

・EcoVadis

and sustainable procurement. Toppan Inc. has received the
EcoVadis Silver medal, a recognition granted to companies
ranking in the top quarter of the entities assessed.

jointly recognize Japanese companies with a soundrecord of disclosing environment-related
information and achieving a high level of carbon efficiency (lowcarbon emissions per unit of sales).

146

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

Awards and Recognition for ESG
The Fiscal 2021 Nadeshiko Brand

Eruboshi Marks

Nadeshiko Brand is a selection of companies listed on the Tokyo Stock

Eruboshi (“L Star” in Japanese; L stands for “lady, labor, and laudable”) is a

Exchange (TSE) with outstanding performance in gender equality metrics,

certification system aligned with the Japanese Act on the Promotion ofcompiled by the Japanese Ministry of Economy, Trade and Industry

Female Participation and Career Advancement in the Workplace. Eruboshi(METI) and TSE. METI and TSE started announcing their Nadeshikomarks are issued to companies that meet the specific criteria for excellence

Brand selections in fiscal 2012 as a means of encouraging investment into

in female success in the workplace and other gender equality metrics.

the selected companies and accelerating their diversity initiatives. Toppan Inc. has been included in the

Toppan Inc. acquired the 2nd grade Eruboshi mark (shown on the right) on March 1, 2021.

Nadeshiko Brand list for three consecutive years. Toppan was one of 50 companies picked up from theTSE universe to earn this distinction in fiscal 2021.

PRIDE Index 2021

DX Stock 2022

Index, a metric for evaluating corporate efforts to create LGBTQ-inclusive

Toppan Inc. achieved its first “Gold” winner designation in the PRIDEIn a joint initiative launched in 2015, METI and TSE introduced a Digital

workplaces, in fiscal 2021. PRIDE was developed in 2016 by “work withTransformation Stock Selection (DX Stock, formerly the Competitive IT

Pride (wwP),” a voluntary group that operates in Japan to promote

Strategy Company Stocks), a select group of companies active in IT

LGBTQ-friendly workplaces where everyone can work with pride. wwP

utilization. In 2020, METI and TSE began identifying companies of

evaluates the performances of companies and organizations by assigning a score per wwP indicator andexcellence in the digital transformation (DX), a quest for enhanced

recognizing Gold, Silver, and Bronze winners. Toppan and 236 other entities were certified as Gold

competitiveness and ongoing corporate growth based on the use of digital

winners in fiscal 2021.

technology as a core force for drastically reforming business models andmanagement. Toppan Inc. has been included in the DX Stock selection for two consecutive years. Toppan

Intellectual Property Achievement Awards

was one of the 33 companies added to the selection in fiscal 2022.

Toppan Inc. received an award from the Commissioner of the2022 Health & Productivity Management Organization “White 500”

Achievement Awards organized by METI and JPO in fiscal

METI has established a Certified Health & Productivity Management

2022.

Japan Patent Office (JPO) at the Intellectual Property

Each year on April 18, Japan’s Invention Day, the METI

Organization Recognition Program to recognize enterprises of various sizes
that exhibit outstanding performance in employee healthcare initiatives

Minister and the JPO Commissioner bestow awards tofrom a management perspective. Under this program, companies areindividuals who have contributed to the development, dissemination, and awareness of the Japanese

assessed for their engagement in initiatives to address healthcare-related

system to protect and use intellectual property rights. They also bestow the Award for Excellent

issues in communities and to practice the health-promotion measures

Corporation Utilizing the Intellectual Property Rights System to companies and organizations that haverecommended by the Nippon Kenko Kaigi (Japan Health Conference). Toppan Inc. has been certified as

effectively taken advantage of the intellectual property rights system and contributed to the smootha member of the “White 500,” a select group of health and productivity management organizations in theoperation and development of the system in Japan.

large enterprise category, since the launch of the program six years ago in 2017.

147

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

List of Indicators Assured by an Independent Assurance Provider
The following sustainability performance indicators in this report (Sustainability Report 2022 PDF) areassured by KPMG AZSA Sustainability Co., Ltd., an independent assurance provider.
Performance Indicators Assured by an Independent Assurance Provider and Scope of the Performance Data
❸ 20 domestic Group companies❹ 33 overseas subsidiaries of Toppan Inc.
❺ 6 overseas Group subsidiaries
73 companies and subsidiaries in total

Every indicator assured by an independent assurance provider on the preceding pages is marked
with an assurance stamp .
Page

Category

P. 16

Companywide
Materiality:
Targets andResults

Elimination of
Gender Disparities

P. 40

Human Rights

Labor Rights

P. 53

Social

P. 47

P. 55

Employee Health
Data on& Safety /Occupational
Work-Life
Accidents
Balance
Employees Taking
Maternity orChildcare Leave
Diversity &Inclusion

P. 66
Human Assets

P. 67

Empowering
Women
Information on
Employees

Entities

Scope

○

1

①

10-year retention rate by gender

○

1

①

Gender Pay Gap between Male and Female
Employees○

1①Deaths from occupational accidents; frequency
rate; severity rate

○

64

*1

Employees taking childcare leave

○

1

①

Rank-based Percentages of Female Personnel

○

1

①

○

1

①

○

1

①

○

1

①

○

208

*2

－

73

①-⑤

Data
Percentage of eligible male employees taking
childcare leave

Number of Female Managerial and Supervisory
Staff
Number of employees
Total number of regular recruits (percentage ofwomen); mid-career recruitment ofexperienced personnel by gender

Scope 1 and 2 greenhouse gas (GHG)
emissions; Scope 3 GHG emissions

P. 98

P. 99
P. 101
P. 102

Environment

Environmental
PolicyFinal Landfill Waste Disposal

Quantifying
Environmental
Impact based on
LIME
Environmental
Management

P. 103

P. 105Toppan Group
Medium-and-Long- Renewable-derived Energy
Term Environmental Ratio of renewable-derived energy
Targets
Waste Plastic Material Recycling Rate

Mitigation of
Global Warming

Environmental
management
systems
Greenhouse Gas
Emissions
Scope 1, 2, 3
Greenhouse Gas
EmissionsGlobal Environmental Impact andEnvironmental Efficiency

Types of Global Environmental Impact by
Business Field
Numbers of Internal Environmental Audits
and Issues in Need of Improvement

○

－

73

73

○

73

－

73

①-⑤
①-⑤

73

①-⑤

－

14

①-③

ISO 14001 environmental management system
certification

－

73

①-⑤

Scope 1 and 2 greenhouse gas (GHG)
emissions; Scope 3 GHG emissions

－

14

① ,②

○

208

*2

○

208

*2

Scope 1, 2, 3 Greenhouse Gas Emissions

Values and results of environmental targets forfiscal 2021

Building of a
Recyclingoriented Society
P. 110P. 112
P. 113

P. 114

P. 117

Biodiversity

Forest Management
Certification

P. 118Environmental
Performance Data

P. 119Environmental
Accounting

P. 120P. 121

Environmental
Data

208

*2

73

①-⑤

○

73

①-⑤
①-⑤

73

①-⑤

Fuel Efficiency of Vehicles Owned by Toppan
Logistics－

1

Renewable-derived Energy－

ToppanLogistics
Co., Ltd.

73

①-⑤

○

73

①-⑤

○

73

①-⑤

－

73

①-⑤

－

73

①-⑤

Material Input

○

73

①-⑤

Waste Plastic Material Recycling Rate

－

73

①-⑤

○

73

①-⑤

VOC Emissions into the Atmosphere

○

34

①-③

PRTR Data

－

34

①-③

Approach to Environmental Compliance

－

18

①-③

ECO-GREEN purchasing

－

14

① ,②

－

73

①-⑤

○

73

①-⑤
*3

－

72

①-⑤

－

73

①-⑤

－

14

① ,②

－

75

－

10
suppliers①-⑤ +2 entities

Remedying Soil and Groundwater Pollution

P. 115○－○

Water Consumption (Water Consumption;
Effluent Discharge)

Pollution Control*2

73

Final Landfill Waste Disposal; Waste Recycling

Control ofChemicalSubstances

208－

Fiscal 2021 environmental target and result for
final landfill waste disposal
Fiscal 2021 environmental target and result for
the waste plastic material recycling rate
Values, Results, and Evaluation ofEnvironmental Targets for Fiscal 2021

P. 109○Consumption of energy, electricity, natural gas,and kerosene

Ratio of renewable-derived energy

①-⑤

①-⑤

－

Results of Environmental Education

EnergyConsumption

P. 108

Indicator Assured
by an Independent Assurance
ProviderCalculated Level of Fluorocarbon Leakage

Values and evaluation of environmental targets
for fiscal 2021

Mitigation of
Global Warming

Environment❶ Toppan Inc.
❷ 13 domestic subsidiaries, under the control of Toppan Inc.
or its business divisions and subsidiaries with production
facilities

Greenhouse gas
emissionsP. 107

Percentages of Greenhouse Gas Emissions by
Type (in tons of CO2 equivalent)
Percentages of Greenhouse Gas Emissions by
Source (in tons of CO2 equivalent)

FSC® and PEFC Certification
Major Types of Environmental Burden(Groupwide: covering all Group companies
around the world)
Capital Investment for Environmental
Conservation
Environmental Conservation Benefit

Environmentally
Friendly Products
Environment-related
Total sales of environment-related businessBusiness

JFPI Green Procurement Standards for Paperand Level of Fulfillment

Green Procurement
JFPI Green Procurement Standards for Ink andand Green
Level of Fulfillment
Purchasing
In-house Green Purchasing Standards andLevels of Fulfillment

○

－

73

18

①-⑤

①-③

－

－

4
suppliers

－

－

14

① ,②

*1 Data on occupational accidents on page 47 covers Toppan Inc., 27 domestic subsidiaries under the control of Toppan Inc.’s businessdivisions, and 36 domestic related companies within the Group.
*2 All Group entities consolidated for accounting purposes*3 CO2 emissions calculated for 208 companies

148

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

Independent Assurance Report● Inquiring about the design of the systems and methods used to collect and process the

Indicators.

Independent Assurance Report● Performing analytical procedures on the Indicators.
● Examining, on a test basis, evidence supporting the generation, aggregation and reporting

To the President and Representative Director of Toppan Inc.

of the Indicators in conformity with the Company’s reporting criteria, and recalculating the
Indicators.
● Visiting the Harima Plant of Toppan Plastic Co., Ltd. selected on the basis of a risk

We were engaged by Toppan Inc. (the “Company”) to undertake a limited assurance
engagement of the environmental and social performance indicators marked withanalysis.

(the● Evaluating the overall presentation of the Indicators.

“Indicators”) for the period from April 1, 2021 to March 31, 2022, except for the number offemale managerial and supervisory staff and the total number of regular recruits (percentageof women), which are as of April 1, 2022, included in its Sustainability Report 2022 (theConclusion“Report”) for the fiscal year ended March 31, 2022.

Based on the procedures performed, as described above, nothing has come to our attention
that causes us to believe that the Indicators in the Report are not prepared, in all material

The Company’s Responsibility

respects, in accordance with the Company’s reporting criteria as described in the Report.

The Company is responsible for the preparation of the Indicators in accordance with its own

Our Independence and Quality Control

reporting criteria (the “Company’s reporting criteria”), as described in the Report.

We have complied with the Code of Ethics for Professional Accountants issued by the

Our Responsibility

International Ethics Standards Board for Accountants, which includes independence andOur responsibility is to express a limited assurance conclusion on the Indicators based onother requirements founded on fundamental principles of integrity, objectivity, professional

the procedures we have performed. We conducted our engagement in accordance with thecompetence and due care, confidentiality and professional behavior. In accordance with

‘International Standard on Assurance Engagements (ISAE) 3000, Assurance Engagements

International Standard on Quality Control 1, we maintain a comprehensive system of quality

other than Audits or Reviews of Historical Financial Information’ and the ‘ISAE 3410,

control including documented policies and procedures regarding compliance with ethical

Assurance Engagements on Greenhouse Gas Statements’ issued by the International

requirements, professional standards and applicable legal and regulatory requirements.

Auditing and Assurance Standards Board. The limited assurance engagement consisted ofmaking inquiries, primarily of persons responsible for the preparation of information/s/ Kazuhiko Saito

presented in the Report, and applying analytical and other procedures, and the procedures

Kazuhiko Saito, Partner, Representative Director

performed vary in nature from, and are less in extent than for, a reasonable assurance

KPMG AZSA Sustainability Co., Ltd.

engagement. The level of assurance provided is thus not as high as that provided by aTokyo, Japanreasonable assurance engagement. Our assurance procedures included:

December 14, 2022
Notes to the Reader of Independent Assurance Report:
This is a copy of the Independent Assurance Report and the original copies are kept separately by the Company and
KPMG AZSA Sustainability Co., Ltd.

● Interviewing the Company’s responsible personnel to obtain an understanding of its policy

for preparing the Report and reviewing the Company’s reporting criteria.

149

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

Social (S)Environment (E)Recognition / Assurance

Governance (G)Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

Global Reporting Initiative Content Index
The Sustainability Report 2022 has been prepared by referring

P. 11: Toppan’s Approach to
Sustainability

to the Global Reporting Initiative (GRI) Standards.
GRI 102: General Disclosures102-1

Name of the organization

102-2

Activities, brands, products, andservices

102-3

Location of headquarters

102-4

Location of operations

102-5

Ownership and legal form

102-6

Markets served

P. 04: Toppan Group Business
OutlineP. 05: Transforming Toppan’s
Business Portfolio
P. 04: Toppan Group Business
Outline−P. 04: Toppan Group Business
OutlineP. 04: Toppan Group Business
OutlineP. 05: Transforming Toppan’s
Business Portfolio

P. 18: Stakeholder Engagement

Scale of the organization

102-8

Information on employees and otherworkers

102-9

Supply chain

102-10Significant changes to theorganization and its supply chain

P. 04: Toppan Group Business
OutlineP. 04: Toppan Group Business
OutlineP. 66: Information on Employees

PP. 25-26: Special Report 2:
Sustainable Procurement
PP. 41-44: Supply Chain
Management

PP. 27-29: Special Report 3:
Evolution of Activities Focused on
the TCFD
Precautionary Principle or approach

External initiatives

PP. 30-35: Climate Change
Disclosure According to TCFD
Recommendations

PP. 30-35: Climate Change
Disclosure According to TCFD
Recommendations

P. 98: Environment-related Data

P. 122: Participating in the Green
Purchasing Network

PP. 132-138: Information Security
PP. 139-141: Risk Management
PP. 142-144: BCP / BCM

P. 104: Mitigation of Global
Warming102-13

Membership of associations

102-14

Statement from senior decisionmaker102-16

Values, principles, standards, andnorms of behavior

PP. 10-11: Toppan’s Sustainability
Initiatives

102-18Governance structure

PP. 124-127: Corporate Governance102-40

List of stakeholder groups

P. 18: Stakeholder Engagement102-41

Collective bargaining agreements

102-42

Identifying and selecting stakeholders−

Key topics and concerns raised−

102-43102-44102-45

Approach to stakeholder
engagement102-46

Entities included in the consolidated
financial statements

Defining report content and topic
Boundaries

102-47

List of material topics

102-48

Restatements of information

102-49102-50102-51
102-52

Changes in reporting
Reporting period
Date of most recent report
Reporting cycle

102-53

PP. 08-09: To Our Stakeholders

P. 39: Labor Rights

P. 45: Labor-Management
PartnershipP. 18: Stakeholder Engagement

PP. 37-40: Human Rights

PP. 80-81: Total Quality Assurance

Claims of reporting in accordancewith the GRI Standards

102-55

GRI content index

102-56External assurance

P. 37: Human Rights

N/A
PP. 21-24: Special Report 1: The
Aims of Toppan’s Human Rights
Policy102-11

102-12

P. 27: Special Report 3: Evolution of
Activities Focused on the TCFD

P. 04: Toppan Group Business
OutlinePP. 08-09: To Our Stakeholders
102-7

P. 21, P. 24: Special Report 1: The
Aims of Toppan’s Human Rights
Policy102-54

P. 04: Toppan Group Business
OutlineP. 148: List of Indicators Assured
by an Independent Assurance
ProviderP. 03: Sustainability Report 2022

PP. 13-14: Material Issues toAddressP. 148: List of Indicators Assured
by an Independent Assurance
ProviderPP. 13-16: Material Issues toAddress; TOPPAN Business Action
for SDGs: Activities and Targets;
Companywide Materiality: Targets
and Results
P. 98: Final Landfill Waste Disposal

GRI 201: Economic Performance

Management approach disclosures

P. 03: Sustainability Report 2022
P. 150-153: Global Reporting
Initiative Content Index
P. 150-153: Global Reporting
Initiative Content Index

P. 148: List of Indicators Assured
by an Independent Assurance
ProviderP. 149: Independent Assurance
Report−201-1

Direct economic value generated
and distributed

P. 04: Toppan Group Business
OutlinePP. 30-35: Climate Change
Disclosure According to TCFD
Recommendations

201-2

Financial implications and otherrisks and opportunities due toclimate change

201-3

Defined benefit plan obligations
and other retirement plans

−

201-4

Financial assistance received fromgovernment−

Management approach disclosures−

P. 119: Environmental Accounting

GRI 202: Market Presence

202-1

Ratios of standard entry level wage
by gender compared to local
minimum wage

−

202-2

Proportion of senior management
hired from the local community−

GRI 203: Indirect Economic Impacts
Management approach disclosures
Infrastructure investments andservices supported

−

203-1
203-2

Significant indirect economic
impacts−

GRI 204: Procurement Practices
Management approach disclosures
204-1

Proportion of spending on local
suppliers

P. 69: New Business Creation
Themes

P. 25: Special Report 2: Sustainable
Procurement

PP. 41-44: Supply Chain Management−

P. 110: Final Landfill Waste
Disposal

N/A
P. 03: Sustainability Report 2022
P. 03: Sustainability Report 2022
P. 03: Sustainability Report 2022

Contact point for questions
regarding the report

P. 03: Sustainability Report 2022

150

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

GRI 205: Anti-corruption

Management approach disclosures

P. 25: Special Report 2: Sustainable
Procurement
PP. 37-38: Human Rights

PP. 41-44: Supply Chain Management
PP. 128-131: Strict Compliance

205-1
205-2
205-3

Operations assessed for risks related
to corruption

Communication and training aboutanti-corruption policies andprocedures
Confirmed incidents of corruption
and actions taken

206-1

Legal actions for anti-competitive
behavior, anti-trust, and monopoly
practices

302-4

Reduction of energy consumption

302-5

Reductions in energy requirements
of products and services

GRI 303: Water and Effluents

P. 128: Strict Compliance−−−Management approach disclosures
Approach to tax

P. 145: Tax GovernanceP. 145: Tax Governance

207-2

Tax governance, control, and risk
management

P. 145: Tax Governance

207-3

Stakeholder engagement andmanagement of concerns related to
tax

207-4

Country-by-country reportingPP. 139-141: Risk Management

Management approach disclosures

P. 108: Energy Consumption

PP. 120-121: Environmentally
Friendly Products

305-1

Direct (Scope 1) GHG emissions

P. 16: Companywide Materiality:
Targets and Results

PP. 113-114: Pollution Control
PP. 113-114: Pollution Control

303-2

Management of water dischargerelated impacts

PP. 113-114: Pollution Control

303-3

Water withdrawal

303-4

Water discharge

303-5

Water consumption

305-2

Energy indirect (Scope 2) GHG
emissionsP. 110: Associated Data

PP. 118-119: Environmental
Performance Data
P. 110: Associated Data

GRI 304: Biodiversity

305-3

Other indirect (Scope 3) GHG
emissionsPP. 41-44: Supply Chain
Management−
Management approach disclosures

PP. 96-99: Environmental Policy
PP. 100-103: Environmental
Management

Management approach disclosures

301-1

Materials used by weight or volume301-2

Recycled input materials used

301-3

Reclaimed products and theirpackaging materials

GRI 302: Energy

Management approach disclosures

PP. 30-35: Climate Change
Disclosure According to TCFD
Recommendations

PP. 96-99: Environmental Policy

PP. 100-103: Environmental
Management
P. 110: Material Input

P. 118: Environmental Performance
Data
−
−

304-1

Operational sites owned, leased,managed in, or adjacent to, protected
N/A
areas and areas of high biodiversity
value outside protected areas

304-2

Significant impacts of activities,
products, and services on
biodiversity

PP. 41-44: Supply Chain
Management

Habitats protected or restored

P. 116: Biodiversity

304-3
304-4

IUCN Red List species and national
conservation list species with
habitats in areas affected byoperations

305-4

GHG emissions intensity

GRI 305: Emissions

P. 16: Companywide Materiality:
Targets and Results

PP. 100-103: Environmental
Management

Management approach disclosures

302-1

302-2

Energy consumption outside of theorganization

P. 34: Climate Change Disclosure
According to TCFD
Recommendations
PP. 97-98: Environmental Policy

Reduction of GHG emissions

PP. 105-106: Scope 1, 2, 3
Greenhouse Gas Emissions
P. 16: Companywide Materiality:
Targets and Results

P. 34: Climate Change Disclosure
According to TCFD
Recommendations
PP. 97-98: Environmental Policy

PP. 105-107: Mitigation of Global
Warming

305-6

Emissions of ozone-depleting
substances (ODS)

305-7

Nitrogen oxides (NOx), sulfur oxides(SOx), and other significant air
emissionsPP. 118-119: Environmental
Performance Data
P. 107: Mitigation of Global
Warming

P. 107: Mitigation of Global
Warming

P. 118: Environmental Performance
Data

PP. 41-44: Supply Chain
Management

PP. 96-99: Environmental Policy
PP. 100-103: Environmental
Management

P. 104: Mitigation of Global
Warming

Energy consumption within theorganization

PP. 105-107: Mitigation of Global
Warming

PP. 30-35: Climate Change
Disclosure According to TCFD
Recommendations

PP. 30-35: Climate Change
Disclosure According to TCFD
Recommendations

PP. 96-99: Environmental Policy

305-5

PP. 115-117: Biodiversity

N/A

PP. 97-98: Environmental Policy

PP. 105-107: Mitigation of Global
Warming

PP. 115-117: Biodiversity

GRI 301: Materials

P. 34: Climate Change Disclosure
According to TCFD
Recommendations

PP. 118-119: Environmental
Performance Data
P. 16: Companywide Materiality:
Targets and Results

PP. 118-119: Environmental
Performance Data−

PP. 97-98: Environmental Policy

PP. 118-119: Environmental
Performance Data

PP. 100-103: Environmental
Management

Interactions with water as a sharedresource

P. 34: Climate Change Disclosure
According to TCFD
Recommendations
PP. 105-107: Mitigation of Global
Warming

PP. 96-99: Environmental Policy

303-1

−

P. 16: Companywide Materiality:
Targets and Results

PP. 105-106: Scope 1, 2, 3
Greenhouse Gas Emissions

P. 16: Companywide Materiality:
Targets and Results

PP. 129-131: Strict Compliance

GRI 207: Tax
207-1

Energy intensity

PP. 139-141: Risk Management

GRI 206: Anti-competitive Behavior

Management approach disclosures302-3

P. 104: Mitigation of Global
Warming

P. 98: Environment-related Data
P. 108: Energy Consumption

P. 113: Pollution Control

P. 118: Environmental Performance
Data
PP. 105-106: Scope 1, 2, 3
Greenhouse Gas Emissions

151

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

Social (S)Environment (E)Recognition / Assurance

Governance (G)Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

GRI 306: Waste

Management approach disclosures306-1

Waste generation and significant
waste-related impacts

306-2Management of significant wasterelated impacts

306-3

Waste generated

P. 16: Companywide Materiality:
Targets and Results
PP. 96-99: Environmental Policy
PP. 100-103: Environmental
Management

PP. 100-103: Environmental
Management

P. 109: Building of a Recyclingoriented Society
PP. 109-110: Building of a
Recycling-oriented Society

306-5

Waste diverted from disposal

Waste directed to disposal

GRI 307: Environmental ComplianceManagement approach disclosures

P. 118: Environmental Performance
Data
P. 16: Companywide Materiality:
Targets and Results
PP. 97-98: Environmental Policy
PP. 109-110: Building of a
Recycling-oriented Society

P. 118: Environmental Performance
Data
PP. 30-31: Climate Change
Disclosure According to TCFD
Recommendations
P. 96: Environmental Policy

PP. 100-103: Environmental
Management

PP. 128-131: Strict Compliance

307-1

Non-compliance with environmental
laws and regulations

GRI 308: Supplier Environmental Assessment
Management approach disclosures
308-1
308-2

New suppliers that were screenedusing environmental criteria
Negative environmental impacts inthe supply chain and actions taken

GRI 401: Employment

Management approach disclosures

401-1
401-2

New employee hires and employee
turnoverBenefits provided to full-time
employees that are not provided totemporary or part-time employees

402-1

PP. 113-114: Pollution Control
P. 130: Strict Compliance
PP. 41-44: Supply Chain
Management

PP. 41-44: Supply Chain
Management

P. 42: Supply Chain Management

PP. 37-40: Human Rights

PP. 66-67: Information on
Employees−

Minimum notice periods regarding
operational changes

GRI 403: Occupational Health and Safety

Management approach disclosures

PP. 118-119: Environmental
Performance Data

PP. 109-110: Building of a
Recycling-oriented Society

PP. 49-50: Work Styles

Management approach disclosures

P. 109: Building of a Recyclingoriented Society

PP. 96-99: Environmental Policy

P. 16: Companywide Materiality:
Targets and Results

Parental leave

GRI 402: Labor/Management Relations

P. 109: Building of a Recyclingoriented Society

PP. 97-98: Environmental Policy
306-4

401-3

403-1
403-2

Occupational health and safety
management system
Hazard identification, risk
assessment, and incident
investigation

PP. 53-54: Diversity & InclusionP. 39: Labor Rights

P. 45: Labor-Management
Partnership

GRI 406: Non-discrimination

Management approach disclosures406-1

P. 16: Companywide Materiality:
Targets and Results
PP. 46-47: Occupational Safety
and HealthPP. 45-47: Employee Health &Safety / Work-Life Balance
PP. 46-47: Occupational Safety
and HealthPP. 46-48: Employee Health &Safety / Work-Life Balance

PP. 46-48: Employee Health &Safety / Work-Life Balance

403-5

Worker training on occupational
health and safety

PP. 46-48: Employee Health &Safety / Work-Life Balance

403-6

Promotion of worker health403-7

Prevention and mitigation ofoccupational health and safety
impacts directly linked by business
relationships

P. 51: Employee Engagement

PP. 46-48: Employee Health &Safety / Work-Life Balance
P. 51: Employee Engagement
−

403-8

Workers covered by an occupational
P. 45: Employee Health & Safety /health and safety management
Work-Life Balancesystem403-9Work-related injuries

403-10Work-related ill healthP. 47: Employee Health & Safety /Work-Life Balance
P. 48: Employee Health & Safety /Work-Life BalanceManagement approach disclosures

407-1

Average hours of training per year
per employee

404-2

Programs for upgrading employee
skills and transition assistanceprograms

PP. 57-65: Human Assets

404-3

Percentage of employees receiving
regular performance and careerdevelopment reviews−−

P. 16: Companywide Materiality:
Targets and Results

P. 127: Directors and Audit &Supervisory Board Members
PP. 39-40: Labor Rights
PP. 21-24: Special Report 1: The
Aims of Toppan’s Human Rights
PolicyPP. 37-40: Human Rights
−

408-1

−

Management approach disclosures

PP. 37-40: Human Rights

Operations and suppliers at
significant risk for incidents of childlabor

GRI 409: Forced or Compulsory Labor

Management approach disclosures

409-1

Operations and suppliers at
significant risk for incidents offorced or compulsory labor

GRI 410: Security Practices

Management approach disclosures

410-1

Security personnel trained inhuman rights policies orprocedures

GRI 411: Rights of Indigenous Peoples

Management approach disclosures

411-1

PP. 37-40: Human Rights

Operations and suppliers in which
the right to freedom of associationand collective bargaining may be atrisk

GRI 408: Child Labor

Incidents of violations involving
rights of indigenous peoples

GRI 412: Human Rights Assessment

Management approach disclosures

PP. 57-58: Human Assets

404-1

Incidents of discrimination andcorrective actions taken

PP. 66-67: Information on
Employees

GRI 407: Freedom of Association and Collective Bargaining

PP. 39-40: Labor Rights

Worker participation, consultation,and communication on occupational
health and safety

Management approach disclosures

Ratio of basic salary andremuneration of women to men

−

403-4

GRI 405: Diversity and Equal Opportunity

405-2

P. 51: Employee Engagement

Occupational health services

Management approach disclosures405-1

P. 49: Work Styles

403-3

GRI 404: Training and Education

P. 55: Empowering WomenDiversity of governance bodies andemployees

412-1

Operations that have been subject
to human rights reviews or impact
assessments

412-2

Employee training on human rights
policies or procedures

412-3

Significant investment agreements
and contracts that include humanrights clauses or that underwent
human rights screening−

PP. 37-40: Human Rights
−

−
−

−
−
PP. 21-24: Special Report 1: The
Aims of Toppan’s Human Rights
PolicyPP. 37-40: Human Rights

PP. 128-131: Strict Compliance−P. 38: Human Rights Training andHarassment Prevention
P. 56: Diversity Training

P. 129: Compliance Training
PP. 43-44: Supply Chain
Management

PP. 39-40: Labor Rights

PP. 52-56: Diversity & Inclusion

152

TOPPAN Sustainability Report 2022

Contents

Introduction

Management

Special Reports / TCFD

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

Recognition | List of Indicators Assured by an Independent Assurance Provider | Independent Assurance Report | Global Reporting Initiative Content Index

GRI 413: Local Communities
Management approach disclosures
413-1
413-2

Operations with local community
engagement, impact assessments,
and development programs−

Management approach disclosures

PP. 41-44: Supply Chain
Management414-1

New suppliers that were screenedusing social criteria

414-2

Negative social impacts in the supply
chain and actions taken

GRI 415: Public Policy

Management approach disclosures

Political contributions

GRI 416: Customer Health and Safety
Management approach disclosures
416-1
416-2

Assessment of the health and safety
impacts of product and service
categories
Incidents of non-complianceconcerning the health and safety
impacts of products and services

GRI 417: Marketing and LabelingManagement approach disclosures
417-1
417-2
417-3

Requirements for product andservice information and labeling
Incidents of non-complianceconcerning product and service
information and labeling
Incidents of non-complianceconcerning marketing
communications

GRI 418: Customer Privacy

Management approach disclosures

418-1

PP. 41-44: Supply Chain
Management

P. 42: Supply Chain Management−−

PP. 74-79: Universal Design

PP. 80-81: Total Quality Assurance
PP. 74-79: Universal Design

PP. 80-81: Total Quality Assurance
N/A

PP. 74-79: Universal Design

PP. 80-81: Total Quality Assurance
PP. 74-75: Universal Design

P. 122: CFP and Carbon Offsetting
Initiatives
N/A
N/A

PP. 132-138: Information Security

Substantiated complaints concerning
breaches of customer privacy andN/Alosses of customer data

GRI 419: Socioeconomic ComplianceManagement approach disclosures419-1

PP. 83-94: Social Contribution
Activities

Operations with significant actualand potential negative impacts on
local communities

GRI 414: Supplier Social Assessment

415-1

P. 82: Social Contribution
Activities

Non-compliance with laws andregulations in the social andeconomic area

PP. 128-131: Strict CompliancePP. 129-130: Strict Compliance

153

TOPPAN Sustainability Report 2022

https://www.toppan.com/en/©TOPPAN 2022.12 KI